Leadership, personnel management and the ability to cope with change will make the difference between success and failure. My years of experience in the leadership teams of Lufthansa, Swissair and a wide range of other internationally-active companies proved this to me over and over again.
«As times get tougher, human resource management needs to become better and better»
In 2006, my wife, Regine, and I founded the company “PeopleXpert”. We don’t market off-the-shelf concepts or management models, but rather put all of our effort into what you need and what will strenghten your personnel expertise.
This may include, for example, the joint development of a new personnel strategy, a specialized leadership training program for your management team or intensive individual coaching sessions for someone who finds himself in the career-change mode. In our range of consulting activities, we combine the “know” with the “how”. This means blending the most current findings from research and teachings with our own personal experience from a range of consulting projects with diverse companies and from many fields – from SMEs to international organizations. As the President of the ZGP Zurich Association for Personnel Management and Director of the Future Work Forum in London I am also ideally networked with numerous national and international experts.
The importance of HRM has increased significantly during the pandemic – and so has the workload. However, it has not decreased after the pandemic subsided, but has remained at the (too) high level due to new topics such as artificial intelligence and the shortage of skilled workers. I asked Chat-GPT what can be done about this and whether there are any examples of success.
The discussions about HRM reputation are old and repetitive. At the 10th Swiss Compensation Day on 26.10.2023, I gave a keynote speech on HR reputation and how to improve it (in German).
An interview of Maja Sommerhalder with Matthias Mölleney on the question of whether generational conflicts really exist and how we might deal with them. (Part 2)
My new book, which I have written together with my colleague Prof Dr Sybille Sachs, is published both as a German and an English version. It is a kind of a handy workbook which provides the necessary foundation as well as practical tools for everybody who would like to try this new concept out, step by step. Link to the publisher
A joint article with Patrick Cowden in the special edition of the EFMD Global Focus magazine (Brussels)
Digitization brings new and expanded competence requirements, while at the same time we are struggling with the increasing shortage of skilled workers. The pressure to further increase productivity and efficiency is growing, and at the same time the need to be innovative and to question the usual. What does this mean for personnel management?
A description of the concept Beyond Leadership and its practical application in the company Transa Backpacking AG, Zurich
Management and Leadership need to be adapted to the conditions of modern, network-type organizations. Trust, respect and appreciation are the key values.
A newpaper interview with the «Zürcher Oberländer». We have to get acquainted to loose stability and have to get used to working with insecurity. This includes a new understanding of leadership which is less based on a concentration of power and more on a just distribution of power down to where decisions are needed.
A video wich explains how the Beyond Leadership Activation Circle works and what you need to consider before you try it out.
Who wants to know how feedback systems work and works well or not so well, may find a key to the answer in this article which also includes aspects from Behavioral Economics.
I don’t know many people who are looking forward to the ritual of the annual performance feedback. Perhaps, we should try to look at it from another perspective.
Prof. Dr. Sybille Sachs, Patrick Cowden and I are writing a book, currently, about the very innovative leadership concept «Beyond Leadership», which enables teams and organizations to improve the 3 most important factors trust, respect and appreciation in a very efficient and yet sustainable way. Until the book will be published in September, 2019, you may download a short introduction here.
The times of almighty and omniscient leaders are gone. Bigger companies in particular have come to the conclusion that a single person at the top of a large organization cannot cope with the demand for agility and complexity. Traditional hierarchies have been improved over many decades and are still working, but they are too slow in a competition where speed is much more relevant than size.
in order to achieve significant improvements in HR, we don’t need faster horses. We should think about inventing cars instead. Therefore, we need to be more open in selecting the people we discuss with. And we need to question the unquestionable.
Most companies say that they invest in their employees. What if they would really do that?
Ein Interview mit dem Migros Magazin über das Verhalten von Managern, ihre Anreizsysteme und die geänderten Anforderungen in einer immer agiler werdenden Welt.
Podcast of an interview of Christoph Stelzhammer with Matthias Mölleney on the subject of HRM and Change Management (in German)
That trust and appreciation are important, is not new. An interesting internal study at Google has now identified that they are the most important success factors for high performing teams.
HRM in a post-digital world needs to open our minds for the power of diversity, the power of self-steering collaboration and the power of trust.