The BALLY WULFF family Berlin, the 23.05.2012. With over 240 employees has a company much to celebrate. This time it was Gerhard van Laak, who was honoured by the Board of Directors for his work line of in recent years. For 30 years, Gerhard van Laak at BALLY WULFF is employed in purchasing. “Since there really is not much to report”, Gerhard van Laak said, as he is addressed by his colleagues on the last 30 years with BALLY WULFF. But when he first starts to remember back he comes right in the telling.
Originally from the vicinity of Coesfeld where the today’s investor by BALLY WULFF, the SCHMIDT Group, headquartered at first he made an apprenticeship as industrial clerk, was still a specialist and worked for a time in Oberhausen. After that, it was in 1973, went the journey to Berlin, where he worked for Siemens for van Laak. in 1982, he finally began as trade buyers at BALLY WULFF and was responsible for the electronics sector. It was with the electronics even brand new for BALLY. “And now this area is a very exciting field, because it is dependent on good contacts and so many factors depends on which you can not schedule in advance,” says van Laak.
For after E.g. in March 2011 in Japan until an earthquake and a tsunami, then raged out of control, there were major delays with TFT screens. And in this case it was also again important good contacts with various dealers. Because the disaster was so bad, but the devices had produced further. One of his previous favorite products is clearly the flipper. Then came the request from the parent company in the United States and the shopping should be concerned, as the game machine in Germany could be produced. We have taken apart then the whole flipper, gone with the items to the manufacturers and have asked them to produce patterns. “And so it went very fast, you bribed also the master with a bottle of cognac,” said van Laak, laughs and explains: at that time were There are still many small items, which amounted to a device. A classic money game device consisted of E.g. exactly so many items, like a VW Beetle at that time. Today we buy”complete units directly from the suppliers. At the many changes and professional challenges, van Laak has repeatedly pulled his energy from the support of his family. “What I’ve learned over the years is that the family is the most important”, says van Laak and thoughtfully adds: and somehow are also the colleagues from BALLY become almost a kind of family, which together support forms new energies and sits together for new products. “
Shortage in Germany the next generation assumes that increasingly many companies. Trigger of the discussion to the skill shortage is the economic structural change towards a service – and knowledge-based society, as well as the demographic development with a small and ageing population. After review of the Institut der deutschen Wirtschaft Koln (IW), personnel shortages reduce the value in the company and thus reduce overall economic growth. What do the German economy so to counteract this trend? According to a survey of German of industry and Commerce (DIHK) vacancies remain unfilled currently at 37 per cent of the 20 000 companies surveyed a few months. Achim Dercks, Deputy DIHK – CEO, explains that this corresponds to approximately 1.3 million jobs. According to the study of perspectives 2025 “of the federal employment agency the supply of qualified professionals in Germany to around 6.5 million people is due to the demographic development up to the year 2025 sink. Affected-oriented professions, as well as jobs in the health and social services are mainly technical. With the campaign “Make it in Germany” the Federal Government wishes to refer specifically highly skilled workers from abroad.
For this, another law was passed in September 2011 by the Bundestag aimed at improving the recognition of professional qualifications acquired abroad. “The Federal Government published together with the employers and trade unions in the summer last year the Joint Declaration to secure the skills base in Germany”. The Declaration promises an improvement of the framework conditions for employed women and work against the gender-specific pay and chance differences. Also, family-friendly working hours, a family-friendly work organisation and the expansion of child care should be improved. From an enterprise perspective, long-term strategies such as employer branding are increasingly gaining importance. This means all corporate strategic measures to the popular employer brand”lead, to Employees to advertise and to bind. Qualified and committed employees should be bound by a higher identification and the establishment of an emotional bond to the company in the long term. This gives the company competitive advantages, because money alone decides when choosing a company.
A positive working climate, interesting tasks, the corporate image, training and career opportunities, flexible working hours, but also a balanced work-life balance and the trust of the employer are decisive criteria. Employee retention is successful, turnover rates can be reduced by up to 50 percent. This leads to a cost reduction in human resources and prevents that leave employees with much expertise and experience to the competition. An increased employee loyalty and work motivation sustainably improve the quality of the work and the overall results. Also at the customer be positive conclusions on the corporate image, as executives and employees even become Ambassadors of the brand”. The sustained action of the economy via an acute shortage is relativized although various statistics, the time still works for young workers and workers. Top employer awards are becoming increasingly popular. Companies increasingly advertise corporate fringe benefits, flexible working time models and outstanding career opportunities. In addition is also the reconciliation of family and profession increasingly in the focus of the company. So is the motto: professionals attract and bind!