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GOODplace – How We Would Like to Work in Future

GOODplace analysises the corporate feelgood factor. Surveys reveal what employees really demand from companies these days

Qualified and motivated employees are much sought-after in Hamburg, and particularly by the city’s booming IT and games industry. To win expert HR and to keep competitors at bay, companies increasingly not only advertise their career options, but also their feel-good atmosphere at the workplace,ranging from table tennis and beach chair for morning tea or coffee to yoga at lunch and groovy after-work office parties. Some companies employ even feel good manager to take care of the needs and concerns for sought-after professionals. This trend has been picked up by the Hamburg-based start-up Goodplace, which provides companies with the opportunity to present themselves and their modern work culture on a central platform on the Internet. Even though feel good management is the only tool, but surely one of the key instruments to bind employees and new talent.

Tool For A New World Of Work

What are the challenges HR managers currently face in order keep employees and their long-term enthusiasm for the company? How do employees like to be treated today and in future? These are just a few questions Monika Kraus-Wildegger, founder of GOODplace, asked herself. “Today, there is a large demand for flexibility, participation, and networking particularly among young workers. For new colleagues who have come to Hamburg for the job after-work events, such as climbing or games evenings allow to get better acquainted with the city and their colleagues. For fast-growing company, it is important that new employees arrive safely on board”, says Kraus-Wildegger. Feelgood managers assume the role of a mediator between workers and management. “If the team spirit is right, negative developments are detected at a much earlier stage, and a solution swiftly developed. The risk that of an employee building up frustration up to the point that he announced to leave it thus actively countered “.

Personal Experience

In Asia, Kraus-Wildegger had already been working on programmes improving working conditions. A graduate of macroeconomics and business informatics, she finally asked yourself: “How do I want to work at all?”. The answer? She founded GOODplace in Hamburg some three years ago. In a first step, she now evaluates the company’s feel good factor. In addition, the female founder holds seminars and workshops on feelgood management. After an initial social impact start-up grant, the young company now finances itself. “We must be able to act independently to fulfill our role as a neutral expert”, the founder says.

Detailed In-House Analysis As Evaluation Basis

Flexibility, fairness, openness, collaboration, work culture, sustainability, community, and workplace are factors highly esteemed by intellectual workers. These categories from a GOODplace survey have meanwhile been confirmed by the results of Fraunhofer’s KAI survey. By speaking with managers and employers, GOODplace analyses a given company’s feelgod factor. If at least two categories are being evaluated with good results, the company will become a member of GOODplace’s community. To ensure the continued development of the corporate feelgood culture, regular feelgood analysis and support is being offered.

So fair, seven “GOODplaces” have been accepted to the communities and honoured with the GOODplace quality seal. They include, inter alia, the Hamburg games developer Goodgame Studios, the IT start-up Jimdo, and the Hamburg-based online business platform Xing.

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About Fraunhofer KAI

GOODplace is a partner of the “Kopfarbeit-Index KAI®” by the Fraunhofer Institute IAO. Launched in 2013, the long term survey has been designed to elicit the specific wishes of students and top performers when it comes to their dream jobs. Students and employees are thus being questioned on ideal working conditions and surroundings. By comparing today’s working reality and vision described by staff and students, solutions for better working environments for intellectual workers can be defined. A first result: involvement and performance of staff is directly linked to the appreciation of the individual employee and his work.

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