«Companies are realising that they need to offer more to the new generation»

Labour researcher Oliver Strohm says that the greater the demands placed on workers, the more freedom they have in shaping their jobs. A conversation about the winners and losers of automation and performance culture in companies.

Mr Strohm, the future of the world of work is usually discussed from a technological perspective. What changes do you see?

In the context of digitalisation and further automation, the focus is on topics that have been discussed for decades: The aim is to delegate more, increase flexibility, give employees more autonomy, allow more self-direction and more personal responsibility.

Are these topics only discussed or also realised?

There are companies, so-called «hidden champions», that implement innovative forms of work as global market leaders and rely on decentralisation, self-regulated teams and a high degree of personal responsibility. This also applies to many SMEs in Switzerland, which are implementing a progressive organisational and management culture in an unagitated manner.

Dr Oliver Strohm is a partner at the Institute for Work Research and Organisational Consulting (iafob) in Zurich. He investigates how work and management models affect employee performance and job satisfaction and advises companies on strategic, organisational and personnel issues. He also lectures on work and organisational psychology at various universities of applied sciences.
Dr Oliver Strohm is a partner at the Institute for Work Research and Organisational Consulting (iafob) in Zurich. He investigates how work and management models affect employee performance and job satisfaction and advises companies on strategic, organisational and personnel issues. He also lectures on work and organisational psychology at various universities of applied sciences.

You advise companies and administrations on organisational issues. Are they concerned with positioning themselves for the future or solving acute problems?

The world of work has become more complex, competition tougher and it has become more difficult to find, develop and retain employees with the right potential. The best strategy for the future in the face of competition is always a central question in the organisational development processes that we support, alongside better management of day-to-day business.

Has anything changed in the relationship between employees and their superiors?

Based on our research, I am convinced that trust, autonomy and genuine appreciation are fertilisers for any working relationship between superiors and employees. Petty directives, inappropriate control and devaluation, on the other hand, are poison. There are still managers who favour directives and harshness. However, many successful companies show that flat hierarchies, flexible structures and empowerment of employees in particular lead to good performance and success.

This article is from our special career choice issue, which will be included free of charge with the September 2019 issue of Fritz+Fränzi. This can be ordered from 27 September and is available from well-stocked newsagents in Switzerland.

Automation and digitalisation mean that people have to do fewer repetitive tasks. Is work becoming more interesting?

With every technological change, there are always so-called rationalisation winners who have interesting jobs and positions, for example as problem solvers, who use technology to support, control and/or monitor. But there are also rationalisation culprits who fill gaps in automation and/or feed systems with data. That's not very interesting. And there are always rationalisation losers whose jobs are lost. So far, however, technological change has always led to more new jobs.

How do you become a rationalisation winner?

Expertise is and remains important. It definitely helps if you are a crack in one area. If you combine this distinctive expertise with IT skills, you are certainly attractive to employers. Cognitive skills are and will remain just as important, i.e. the ability to analyse and classify your environment and developments and draw the right conclusions or solve problems. Social skills and the ability to deal with customers and stakeholders are also in demand. Self-management and resilience are also increasingly important skills for the working world of tomorrow.

«I am convinced that trust and autonomy are fertilisers for every working relationship.»

Oliver Strohm

Many companies endeavour to create good conditions in which employees can develop. At the same time, there is a lot of pressure to perform. What do today's career starters need to be prepared for?

In view of the shortage of skilled labour in various areas, employees are in a fundamentally good situation. Companies are realising that they need to do better justice to the new generation and offer more flexible forms of work, part-time options, working from home, a family-friendly HR policy and the like in the future . However, against the backdrop of intensifying competition, this is increasingly coupled with high performance requirements. In the best-case scenario, stress and psychosocial resources at work are more or less in balance.

So does the modern workforce deliver top performance in a feel-good environment?

Let's put it this way: poor leadership, rigid processes and intense internal bickering have a poisonous effect on performance culture - and at some point on health too. However, if there is a positive groove in the company and superiors and colleagues act as a psychosocial resource, even very high demands can be met, self-esteem can be positively influenced and ultimately essential prerequisites for a high level of job and life satisfaction can be strengthened.
Picture: iStock

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