Archive for the ‘Best Practices’ Category

Best Practices

Wanted: Creative Minds

Thursday, October 20th, 2011 by Astrid Bosten

Creativity and a higher innovation power are value propositions of the diversity concept. Studies prove: Regardless of a company’s size or the markets they are operating in, innovation is a driver for productivity, even more in times of economic crisis.

Henkel CEO Kasper Rorsted recently emphasized on the importance of expanding business in the debt crisis through innovation in an interview he gave to CNBC SquawkBox in the US.

And creative minds are what the initiators of Henkel’s Innovation Challenge are looking for. Coinciding with the start of the new academic year, the fifth annual “Henkel Innovation Challenge” international student competition has started in the beginning of October. Within this competition, students from all disciplines are invited to develop innovative ideas in teams of two.

The task is to develop a concept for a product under a Henkel brand or for an innovative technology which will meet the needs of customers in the year 2030 – for one of Henkel’s business areas: Cosmetics/Toiletries, Laundry & Home Care or Adhesive Technologies. And, as Henkel does not only emphasize on innovation power but also on sustainability, this year the product ideas and technologies must contribute to sustainable development, such as reducing energy or water consumption.

Students from 14 European countries and the Asia/Pacific region will compete with their best ideas. The winner will be honored in Poland in April 2012 and will receive an around-the-world ticket and a travel voucher worth 1000 euros.

So, if you’re a student, and you have a good fellow by your side and you both want to develop product and service ideas for Henkel brands in 2030, then take your chance and apply for Henkel’s Innovation Challenge until December 12.

Best Practices, Women in Business

The perfect combination / Die perfekte Kombination

Friday, October 14th, 2011 by Astrid Bosten

Theory and practice go hand in hand – this is the ideal situation of dual education at Henkel. But is it really possible to apply everything you learn at university in your job? Yes, it is. This is at least what Eva Moos, one of our dual education students, told us. The Bachelor of International Management student and trainee for industrial business is in her second year of the dual education program at Henkel.

Currently she is working for six months at Henkel’s headquarter in Düsseldorf. Afterwards she will return to university again for three months. At the Department of Corporate Recruitment and Employer Branding, she selects the interns for Schwarzkopf Professional in Hamburg. A job that she really enjoys: “I particularly like that I can fulfill a lot of small tasks in my daily business life in addition to my major projects. Thus, I am in contact with different business areas. My duties are generally very diverse: I rate applications but I am also in charge of the whole process and answer questions of the candidates. This is definitely never boring.”

When she started at Henkel, she first worked in the cosmetics marketing. She immediately noticed that the combination of study and trainee program works very well: “We learned a lot of things at university which I could directly apply in my daily work. 

The best example is Social Media Marketing. At university, Eva heard lectures about advertising opportunities on facebook & Co., and at Henkel she collaborated on the launch of the new skin care product “Aok Bio Expert”. The perfect combination.

When Eva Moss returns to the university after a practice period at Henkel, she has learned a lot: “I know how I am supposed to behave when I enter the company later. The ones who just studied run greater risks of getting a problem when entering a company.”

And she has another advantage: While her fellow students have to take care of internships over and over again, she can relax. She has her regular contact with Henkel:” The support is really very good. Here, nobody needs to be afraid to ask questions. This is very important, especially in the beginning.”

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Best Practices, Diversity & Inclusion

These three women change the world / Diese drei Frauen verändern die Welt

Thursday, October 13th, 2011 by Astrid Bosten

They are rebellious, they are persistent and they are brave – three women were nominated by the Nobel Peace Prize Committee for the Nobel Peace Prize 2011. All three women are resolute champion for internal democracy and women’s rights.

Leymah Roberta Gbowee is a civil rights activist and politician in Liberia; Ellen Johnson Sirleaf, the president of that country. The third member is Tawakkul Karman, a “rebel” in Yemen’s protest movement.

The Persistent One
As the first woman in office as president of a South African country, Ellen Johnson-Sirleaf became President of Liberia in 2006. Within her first five years in office she has transferred her country in a spirit of optimism, which one can recognize on the streets of Liberia’s capital Monrovia – not for European standards, but for the country itself these improvements are tangible and visible.
In Liberia, women traditionally have a lower status than men. Domestic violence and abuse are still on the daily agenda: one quarter of all women of Liberia have been raped, 40% of victims are aged less than 12 years. Therefore, the mother of four supports policewomen, female lawyers and judges. She installed a special court room for cases of sexual violence and promotes health and education for girls and women. She is a role model and wants to create new role models.

The Brave One
Leymah Roberta Gbowee is a fighter for peace in her country. She mobilized the masses in 2002 and created decisive momentums in the fight against the dictatorship of former dictator Charles Taylor.

Although this fight is over, Leymah Roberta Gbowee still makes an important contribution in her country: the 39-year-old mother of six children is a social worker and takes care of traumatized soldiers. In 2004 she was appointed to the Truth and Reconciliation Commission of Liberia, to work up the crimes of the past. Among other things, she leads the Women Peace and Security Network Africa, which advises on the post-war reconciliation.

The Rebel
Tawakkul Karman is a familiar face of the protest movements against Yemeni President Ali Abdullah Saleh. Hallmark of the 32-year-old, who studied political science and legal doctrine are her clenched fist and the most colorful head scarves that leave her face free. Usually, women in Yemen wear a silk shawl, called niqab that hides nose, mouth and face contours. Only a slit for the eyes remains free. Tawakkul Karman is chairman of the organization “Journalists without Chains” and has been fighting for years for more press freedom in her country.
Yemen desperately needs support. The country is on the verge of collapse and poverty is pervasive. Since the beginning of 2011, there are mass protests against the 33-year autocratic regime of the Yemeni president. From week to week, the violence against the demonstrators intensifies.

So far away these women, their lives and missions are and so different their circumstances are from our local situations, so close their Nobel Peace Prize nomination brings their fate in the living rooms of the Western world.

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Best Practices, International Ambassadors

The Double-Burden Syndrome

Tuesday, October 11th, 2011 by Astrid Bosten

There is a new word popping up in media: The double burden syndrome. Sounds like a medical diagnostic? Somehow that’s right. The double burden syndrome is a phrase first time mentioned in McKinsey’s latest Women Matter study and describes the predominant barrier for women to proceed in their careers – the dual role and the double responsibility of women for their professional and domestic lives. This might not be a challenge on its own but in combination with the second most important burden for women to go to the top – the “anytime, anywhere” attitude – enormously collides with this a double-burden situation.

In a time when more mothers work full-time than ever before, My Family Care, an English work-life-balance strategy consultancy, asked about 1,400 parents and adult dependent carers about their double-burden challenges. The main results: over 60% of working parents are not happy with their work life balance and over half (54%) felt requesting flexibility may negatively affect their career.

One reason for this negative assumption is the rarely support of relatives or private networks who help out in a caring emergency (45%). 85% of all respondent parents need extra help when their regular care is unavailable and 33% of those responsible for eldercare also do.

So, what’s the cure for this situation? The old but always stay the same demand for flexible working opportunities: “When the leadership group sees flexibility as a way of doing business then there is no stigma in being a parent or carer who delivers outcomes in a range of ways other than sitting at a desk 9 to 5” says Ben Black of My Family Care. “More parents need to work full time but don’t want to miss out on those important milestones such as their child’s first school play or arriving home in time to see their children before bed and then catch up on work that evening; it is all about understanding mangers and a relationship of trust.”

For Henkel the family value is one of five corporate values and comes from the very beginning of our company history. Henkel has recognized the importance of a balanced professional and private life situation for male and female employees. Therefore trust-based working time is also part of our working principles as increasing offers of flexible workplace designs.

The reasons why it’s important to invest in those opportunities is obvious: companies will get greater engagement and productivity of their employees, increased employer retention and loyalty and reduced absenteeism. Enough reason for that?

What are your experiences? Do you face a double-burden challenge? And do you (already) take advantage of flexible working opportunities?

Best Practices

Mentoring Scheme – First Workshop at Henkel UK

Friday, September 23rd, 2011 by Astrid Bosten

One of our top priority Diversity & Inclusion measures in 2011 and 2012 is the roll out of a global mentoring scheme at Henkel. Now, the first kick off event at Henkel UK took place on September 6.

The aim of the mentoring scheme is to promote a learning environment that meets the needs of a living organisation in which people can produce exceptional results. This differentiates Henkel from its’ competitors and enhances a winning culture.

The mentoring programme promotes knowledge development and knowledge sharing and it is open to any employee with a desire to learn. Whilst it is the mentee who expresses the learning requirement the relationship has a development opportunity for both parties as both learn from the experience. Mentoring enhances capability whilst promoting talent and leadership development.

Henkel UK made the rule that all mentors must be trained before being accepted on the scheme. The first mentor training session was a fun and interactive session where participants learnt about the principles of mentoring, techniques for high performance and different mentoring styles and questioning tools. A mentoring masterclass is scheduled for November so that mentors can exchange views and perfect their skills. Now, the first seven mentors, based in the UK, are keen and eager to start mentoring!

More training is planned in the UK and by the end of November a further seven mentors are scheduled to be trained. The mentoring program not only provides learning ‘just in time’ but it also develops two employees at the same time and contributes to a learning and winning culture.

Best Practices

Henkel’s little Researchers’ World / Henkel’s kleine Forscherwelt

Tuesday, September 20th, 2011 by Astrid Bosten

Imagine if there would be a new world to explore! Wouldn’t that be exciting? To discover something entirely new? To explore scientific coherences? And at the end to find explanations that you have developed by yourself? What world could that be? Well, maybe Henkel’s Researchers’ World (Forscherwelt). To discover this world you should not be older than 10 years. And here the decribed story exactly happens: children discover the world of science as little researchers.

In the summer holidays 2011 for the third time a team of little scientists went on an expedition into Henkel’s Researchers’ World. Their area of research: the world of detergents. With appropriate equipment and skilled guidance of Henkel experts and student-teachers of the Ruhr-University Bochum, the 24 primary school researchers got down to work.

The Researchers’ World was officially opened in June 2011 and aims at awaken the spirit of discovery and the joy of research already in early childhood. Thus, Henkel has created a world for little researchers. The interior design and the didactic concept allow concentrated work and child-friendly presentation of results as well as relaxation phases and play times.

The MINT subjects like mathematics, information technologies, natural sciences, and technology still have a lack of female recruits. Although, the absolute number of graduates in those subjects at German universities has increased, the proportion of women in computer science and engineering subjects, however, is largely stagnant since 2003. Therefore, targeted actions such as the Girls’ Day or the House of Little Researchers (Haus der Kleinen Forscher) aim to interest particular girls for scientific work areas and to arouse their curiosity.

“Education is our most important resource. Especially children have a natural thirst for knowledge and a great curiosity. With our initiative and a child-friendly Researchers’ World we want to support the interest in science in early childhood” explains Henkel’s Chairwoman of the Shareholders’ Committee & Supervisory Board and PhD graduate in biology, Dr. Bagel-Trah her motivation to support the initiative as a patroness.

The Henkel Researchers’ World offers materials and experiences from the first explorer weeks for download on the website www.henkel-forschwelt.de – imitation is explicitly allowed!

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Best Practices

Family friendliness in Companies – pure PR?! / Familienfreundlichkeit in Unternehmen – reine PR?!

Monday, September 5th, 2011 by Astrid Bosten

Every second employee under the age of 35 is only temporary employed – for many young professionals one more reason to postpone having children. But also the reconcilability of family and career let many young workers think twice about starting a family.

Two studies of the IG Metall showed that young employees have the feeling to be left alone. For this purpose, 4,000 worker councils were asked to answer questions concerning the reconcilability of family and career in their companies, as well as 1,000 young workers who answered questions about their future prospects on this topic. The main results: Only 38 percent of the surveyed companies cover childcare by nursery schools or holiday care, and just 23 percent understand family-friendliness as a part of their corporate culture.

But not only do these facts complicate the reentry – especially for women: after parental leave just 62 percent of the interviewed mothers and fathers stated that they can return to their old jobs. In addition, young mothers are often forced to stay longer at home because of missing childcare opportunities for children under the age of three. This usually leads to a reentry in poorly paid and unmotivating part-time jobs. Beyond that, the resistance of employers to promote flexible working models is even more supporting the incompatibility of family and work.

Henkel not only is a traditional family-owned enterprise but an enterprise where family oriented measures and the family value traditionally is of great importance. Beside two company-owned nursery schools at the headquarter in Düsseldorf, the Social Services department supports parents in finding an adequate caring model that fits the need of both, children and parents. Additionally, the parental leave passport helps parents during their off-time to stay in contact with their department and thereby to harmonize their reentry.

To read the whole study „Persönliche Lage und Zukunftserwartungen der jungen Generation 2010“ (Personal situation and future perspectives fort he young generation 2010) conducted by the IG Metall, please click here.

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Best Practices, Women in Business

Men are better in professional networking / Männer sind die besseren Netzwerker

Monday, August 22nd, 2011 by Astrid Bosten

Contacts are important, especially for professional success. However, the networking behavior of men and women are significantly different. According to recent statistics of the world’s largest business network LinkedIn, men are obviously better networkers. They basically have more contacts, even in companies with a higher proportion of female employers.
“Having the right connections can make a difference when it comes to the conclusion of a contract or to win a new client,” said Nicole Williams, LinkedIn’s Connection. “Women can sometimes shy away from networking because they associate it with small talk or the exchange of business cards, when in reality, it’s about building relationships before you actually need them.”

Particularly interesting, however, are industry-specific differences. In male-dominated industries, such as the tobacco industry, women are significantly more active in networking. Vice versa, in industries with a higher proportion of women, men are the leading networkers. The given explanation for this phenomenon is the essential need of the minority gender to be more active in networking in order to be more successful.

Though, despite this observation it is the worldwide trend that in terms of networking men are generally one step ahead. During this year’s DLD women in Munich, Angela Rittig from the Business Network Platform “Xing” made clear why the network principle of give and take in business environment is crucial.

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Best Practices

Professional in a familiar atmosphere / Professionell und familiär

Tuesday, August 16th, 2011 by Astrid Bosten

In the second part of our series about dual education at Henkel, the student Michael Beckmann opens his office door for us. He is almost in his third year at Henkel and his dual education combines a Bachelor of Business Administration with a focus on IT and an apprenticeship in Information Technology. 

Nowadays, prospective students can choose from a huge range of different study programs. When we asked Michael what his dual education at Henkel makes it special for him, it does not take long until he comes up with an answer: “As a student and a apprentice I can speak and ask questions to everybody. The atmosphere is very familiar. But it is always absolutely professional. This is a special composition.”

For him, boredom has always been a foreign word during his education. In the beginning, he started in different IT department and currently gets to know more and more different divisions. “Pure IT studies would have been too boring. Here, at Henkel, I have the perfect combination of IT tasks and commercial work. That’s exiting.”

His example shows that IT studies do not only consist of raw numbers and data. Most recently he worked in the IT architecture department and concentrated on making applications, which work on laptops, available on smart phones. Currently he works in Human Resources. He always spends four months at his university in Mettmann then follows a four-month internship at the company. While his fellow students have to strive for a company where they can do an internship all he needs is to pick up the phone: “I simply call Henkel and ask: What’s about the next internship? And my wishes are taken into account if it is possible.”

That he spends his different internships in the same company has another big advantage for Michael: “I do not have to become acquainted in the company on small tasks. At Henkel, I get my projects directly, and the contact persons I do already know from former times.” 

Study and apprenticeship are structured in a way that different targets need to be reached at regular intervals. Thus, there is no risk to loose motivation: “You are always rewarded for your work directly.” After he has passed the Chamber of Commerce examination, Michael was extremely proud. Now, the bachelor’s thesis comes up. For that he will be supported by his “family” at Henkel.

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Best Practices, International Ambassadors

Top ten tips to successfully introduce a flexible worker

Friday, August 12th, 2011 by Diane Humphrey

Maximise the value of your new flexible worker by following these simple tips:

CLARIFY THE WORKING PATTERN ON THE FIRST DAY

Whilst it is essential to agree this during recruitment, it is good to clarify the format of the job, the working hours and specific working days on the first day.  We all know things change as you get into a job but confirming this on day one removes uncertainty.

ESTABLISH ‘OUT OF HOURS’ AVAILABILITY

Flexible workers are often happy to do some work or take calls out of hours if they are not at work during a normal working day.  This shouldn’t become the norm but can work well for both parties if you agree the instances when it is OK to make contact, the method (call, email or text) and best times.

SET UP A HANDOVER PROCESS

Flexible workers become accustomed to ensuring there are no loose ends when the y leave the office – the end of a short day or the last day or a short week is treated like having a week off.  However there will be times when a formal handover procedure will be needed so identify what and to whom things can be handed over when required.

ADJUST YOUR TEAM COMMUNICATIONS

When the team are not together every day you need to think about how to ensure the message gets to everyone.  It sounds obvious but do try to ensure team meetings are held at a time and day everyone is in. 

CHECK THE TEAM UNDERSTANDS HOW IT WORKS

Communicate to ensure a successful induction.  Discuss the reasons for taking a flexible worker with the rest of the team, especially how it will work and why it is a good idea and what benefits the new team member will bring. 

SET CLEAR AND ACHIEVABLE OBJECTIVES AND TARGETS

Set clear objectives and targets that can be achieved given their skills, experience and working hours.  If you judge your team by the fact that they’re in the office it’s time to change!

SET UP REGULAR REVIEWS

Set up regular reviews, preferably monthly, to discuss performance, achievement against objectives and the success of the working format.  This can be an effective way to ensure that the flexible working pattern fits the job, the person, the team and the company.

GET THE TECHNOLOGY RIGHT

Provide the right technology so that the flexible worker can maintain contact whilst working away from the office.

TREAT THEM LIKE A NORMAL EMPLOYEE

There’s no need to give special treatment to a flexible worker. They need to be on time, achieve their objectives and follow company policy just like everyone else.  If they are not performing follow the usual performance improvement process.

GIVE RESPONSIBILITY FOR THEIR OWN EFFECTIVENESS

Encourage the flexible worker to take control of their own effectiveness, for example regularly talking to their line manager about progress, proposing any adjustments to their working pattern and taking the initiatives on internal communications issues.

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