Alpiq InTec is the number one when it comes to building technology and has more than 5,000 employees in the areas of electrics, heating/ventilation/air conditioning/sanitation systems, IT and telecommunications, as well as security and automation. The environment in which it operates is characterised by demographic change, a shortage of specialists and the energy transition, which represents a major challenge for the area of human resource management (HRM). As the best employees look for the best employers, the company is always competing for real top performers.
Digitalisation is shaping how we will work in future. While this process will only render a few jobs obsolete at Alpiq InTec, it will change many areas of activity. This change needs to be monitored closely in order to open up new opportunities for employees. Future-oriented personnel concepts are required that recognise trends and allow the company to adjust to the process in a targeted manner. Keywords include development opportunities, appreciation and empathy.
Work-life balance is an outdated concept where work and life merge into one. The younger generation wants to live at work and work while living. In future, flexibility instruments will be extremely important for motivated and competent employees. Creative approaches such as co-working workplaces, new forms of cooperation and innovative work and working-hour models are therefore becoming a decisive success factor. At the same time, the HRM service level needs to be optimised on an ongoing basis, and the culture of “togetherness” has to be intensified.
In collaboration with HR management, the strategic basis for a contemporary and effective HRM system needed to be developed. Processes and structures had to be digitised, while operational cooperation needed to be improved and HRM modernised. Based on this, targeted measures from the HRM strategy were to be implemented.