Qualification forms an integral part of the corporate culture – and in turn contributes to the ongoing development of this culture. The management of the Beutlhauser Group in Passau follows this maxim.
“With the courses offered by our in-house academy, we not only want to impart specialist know-how, but also work much more on the common cultural foundation on which we can work together horizontally,” Managing Director Oliver Sowa makes clear. A good ten years ago, Beutlhauser initiated a comprehensive change process. The goal: the reintroduction of the adult and self-responsible person in the company.
Intrinsically motivated employees are generally qualified and willing to perform. The task of company management is, in particular, to create the right framework conditions and performance opportunities for self-effective work, Sowa continues: “Thought sparring partners like Wolf Lotter
and Dr. Reinhard Sprenger have accompanied us on our journey for many years. Their impulses made it clear to me that the institutional framework has a decisive influence on people’s behavior, can prevent de-motivation and enable innovation,” explains Sowa.
Trust and personal responsibility
Today’s corporate culture is based on a clear image of humanity, emphasizes the Managing Director: “Companies must no longer infantilize adults. In their private lives, these people raise children, build houses, manage clubs – but in companies, they are far too often stripped of almost all decision-making authority. There is a culture of mistrust, justification and control, lots of command and control.” Beutlhauser has consistently moved away from this: significantly fewer vertical
” Suitable framework conditions and performance opportunities for self-effective
Create work “
departmental silos, which according to Sowa “date back to the old millennium”, and instead horizontal cooperation based on trust and personal responsibility.
The rule is: few rules
In this context, managers are required to relinquish decision-making authority, adds Beutlhauser HR Manager Maximiliane Preiß: “For us, a simple principle applies: if you have the technical expertise, you also need the decision-making authority.” The 60-page annual program of the company’s own academy covers a wide range of topics, from PC and software training to Safe Work and management training, with a clear focus on personality and methodology training. “Of course, a service technician, for example, must have comprehensive and up-to-date specialist knowledge – but the clear focus of the training courses is on how we want to work together,” Preiß continues.
Who can take advantage of which offer? This is also decided in the horizontal structure via a short route. “Our rule is to have as few rules as possible. The employee chooses a seminar that is important to him or her, discusses it with their direct line manager and can then register directly – without having to coordinate with other internal hierarchies first,” explains the HR manager. According to her, informal learning – which in turn has a lot to do with personal responsibility – is becoming increasingly important in the area of qualifications. “At the same time, formal learning on many topics continues to be of great value, not least because it allows people to come together in person and exchange ideas directly.”
Strong loyalty
What the realignment of the corporate culture and the training opportunities actually means for Beutlhauser: “We benefit from this in many ways – especially in these times, as employees can choose their workplace almost freely,” emphasizes Maximiliane Preiß. Employee retention and loyalty to the company has increased noticeably in recent years and staff turnover has fallen significantly. And Beutlhauser is also being perceived more strongly as an attractive training company. “In 2023, we welcomed 45 new apprentices. More than ever before,” says Preiß. The company has made targeted investments in the training area and has gradually expanded it – to twelve training occupations.
Qualification starts with the management
Oliver Sowa sums up the holistic approach at Beutlhauser: “Essentially, it’s about organizing the company in such a way that people can work freely, independently and innovatively. Once you understand this, it’s quite simple.” However, this would first and foremost require the company management to be qualified. “It starts with your own image of humanity. I can only show trust in others if I also have self-confidence.”
” Be able to work freely, independently and innovatively “
