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19 May

The WTH-personnel planning is traditionally long term

New Employees Start Well Prepared

(mud) –  Good personnel planning begins long before a position is filled - and it is sustainable: in the foreseeable future, Gero Thieme, the second generation, will be responsible for the fami-ly-run company WTH. The company founder and managing partner Walter Thieme then wants to withdraw from management responsibility. His son has been with the company for some time. WTH boss Thieme traditionally makes important personnel decisions as long as possible. That is why his son Gero has already managed the sales administration and also suc-cessfully advanced the digitization of the entire company - in 2018 he became the authorized representative.

In the future there will be further important changes at WTH: As the designated successor to Gero Thieme in the position “Head of Sales Administration”, Natalie Thunig joined the company in May 2020. She has proven commercial and logistical experience that she gained during her work in inter-nationally operating companies.

Although the current economic impact of the Covid-19 pandemic at WTH is becoming increasingly noticeable, Walter Thieme wants to stick to the plans that were initiated at the end of 2019 and thus to the plans that were made before all restrictions began: "As already detailed in our blog, the em-ployees of WTH sales management is an important link to practically all business partners at home and abroad. In sales management, all threads of materials management come together.".

In the near future, a new and highly experienced employee will also strengthen WTH sales. From this personnel decision, too, the company boss hopes for new positive impulses with regard to pro-fessional competence for the mutual benefit of all customers, interested parties and suppliers.

In addition to sustainable personnel planning in terms of selection and staffing, the careful training of new employees also plays an important role for Thieme. This makes it easy to find out who can bring in which strengths. Thieme: "Because our business model is technical and specialized, the company's success depends significantly on the individual expertise of our staff and their willing-ness to work - both individually and as a team".

New hires are nothing unusual for most companies. But they still need a lot of attention. The inte-gration of new staff is often - at least temporarily - a great challenge. Good familiarization with the new employee is extremely important. Negligence can quickly lead to negative stress and frustration for both sides. In the worst case, faulty work results would result in additional work and thus a waste of time and ultimately higher costs.

Of course, the requirements for successful familiarization are very different individually and depend heavily on the complexity of the work content as well as on the knowledge and experience of the new employees, says Thieme.

For young professionals who switch from school to work, this usually means a completely new be-ginning in a completely new environment. When changing from one employer to another, applicants also enter a new environment, but have a stable constant through professional experience..

Much attention also needs to be given to cases in which someone changes to a job that has become vacant due to fluctuation. According to Walter Thieme, if you have profound industry knowledge, this can be helpful for both sides.

The solid instruction in the internal processes of the company is indispensable in any case. Thieme gets to the point: superficial instruction takes revenge in the end.

Sponsorships have proven their worth. Walter Thieme illustrates this using the example of a new trainee. At WTH, it had proven to be very useful if the "new" ones were explained to the "basic" procedures by "older" trainees in the first few weeks. This is even helpful for both sides, because any deficits can be identified and compensated for individually. The prerequisite, however, is that everyone involved is appropriately inquisitive and has a heart and soul.

In this way, the WTH boss sees both team building and “win-win” cultivated for both sides. Experi-ence has shown that such an exchange of information is not limited to subject-specific topics alone. Thieme: “Interpersonal aspects are also discussed. In a company with an open and trusting working atmosphere, this should not promote polarization, but on the contrary promote mutual respect and thus also serve the company. ”

The selection of personnel is one of the greatest challenges in the recruitment phase of personnel decision-makers. Experience and a reasonably balanced requirement profile of objective and subjec-tive aspects is required in Thieme's experience: "It is not only the 'paper form' that counts, the per-sonality must also fit the company, because the adaptation of a company to new personnel is rather unlikely" .

The WTH management generously places trust in all employees regardless of their individual posi-tion. Of course, extensive scope for decision-making is granted. In return, however, each individual is expected to have the ability to “entrepreneurial thinking”. For Thieme that is part of the corporate culture.

An important instrument for newly hired staff is the mandatory six-month trial period. But it is not a one-way street. It should help both sides to find out whether the realities of the work content and the environment actually meet expectations. This also applies analogously to the view of the man-agement and the workforce. Especially with demanding work content, great suffering for those in-volved is not expedient. Phenomena such as "internal dismissal" or "burnout" can only be prevented or significantly reduced in an open and mutually trusting working environment.

Walter Thieme: “In this respect, the sustainability claim is very extensive. It should never be reduced to business behavior and business objects alone. It also applies to personnel matters. This is in no way in conflict with the current challenges due to digitalization and artificial intelligence in our working world. ".