{"id":10528,"date":"2021-10-20T10:00:00","date_gmt":"2021-10-20T08:00:00","guid":{"rendered":"https:\/\/strametz.de\/2021\/10\/study-of-the-month-october\/"},"modified":"2022-11-22T14:13:17","modified_gmt":"2022-11-22T13:13:17","slug":"study-of-the-month-october","status":"publish","type":"post","link":"https:\/\/strametz.de\/en\/2021\/10\/study-of-the-month-october\/","title":{"rendered":"Study of the month: October"},"content":{"rendered":"\t\t
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What does management development look like in German SMEs?<\/h2>\n

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In an increasingly globalized world, small and medium-sized enterprises – which are often still traditionally and regionally rooted – are confronted with growing challenges. In order to remain competitive in the medium and long term, it is necessary to have qualified, capable and motivated managers in the company’s own ranks. Against this backdrop, Strametz conducted a study that looked at the situation or coverage of leadership development (FKE) in medium-sized companies. The inventory is to be viewed against the background of the changed framework conditions in the world of work. The study will answer the following research questions:<\/p>\n

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  1. To what extent is the topic of management development implemented in the operational practice of medium-sized companies?<\/li>\n
  2. What development needs can be identified?<\/li>\n
  3. What are the challenges in the FKE of medium-sized companies?<\/li>\n<\/ol>\n

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    The study is based on a specially designed online survey conducted in the summer of 2020. The research questions were investigated with the help of a sample comprising a total of 43 medium-sized companies (up to 500 employees). Among them are predominantly companies from industry, the skilled trades and the service sector. Participants are predominantly from management or senior HR functions.<\/p>\n

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    To what extent is the topic of FKE implemented in the operational practice of medium-sized companies?<\/h3>\n

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    The study shows that around half of the companies surveyed do not conduct any explicit PCR or only develop executives when there is an immediate need to do so through individual, less systematic development measures. According to the companies, the primary reasons for the weak development efforts are the lack of human and time resources as well as limited structural possibilities.<\/p>\n

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    Since companies tend to systematically FKE as the number of employees increases, a correlation between development activity and company size can be derived. Within the framework of the FKE, the companies surveyed develop both junior staff and already established managers in equal measure. A slightly disproportionately higher level of development activity among junior staff at companies with a declining number of employees can be attributed to potential succession planning. Primary goals in leadership development are to strengthen necessary (leadership) competencies and influence performance behavior.<\/p>\n

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    The following topics are the focus of development measures:<\/p>\n

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