English Human Resources terms in Germany
As many would advocate German job titles only, more and more English terms related to workplace, recruitment and HR are in everyday use in Germany. Here are some examples, with their German counterparts.
Assessment Center - betriebliches Auswahlverfahren, Personalauswahlverfahren
Burnout - Erschöpfung, Ausgebranntsein, ausbrennen
Casting - Darstellerauswahl, or generally Mitarbeiterauswahl
Director (English phonetics) - Leiter (director human resources - Personalchef, Leiter (des) Personalwesen(s))
Employer Brand - Arbeitgebermarke
Feedback-Gespräch - Mitarbeitergespräch
Generation @ - (Internet-)Generation
Hiring Freeze - Einstellungsstopp, Einstellen aller Einstellungen
Home-Office - Büro zuhause (BZH), Heimbüro
Incentive Bonus - Leistungszulage
Job - Arbeit, Arbeitsplatz, Beruf, Posten, Stelle
Job-Hopper - Springer, Wechselarbeiter (jemand, der durch häufigen Arbeitsplatzwechsel Karriere machen will)
Job-Hopping – häufige Abreitgeberwechsel
Job-sharing - Arbeitsplatzteilung
Keypeople - Personen in Schlüsselpositionen, Schlüsselfiguren
Know-how - Fachwissen, Sachverstand
learning-by-doing - Einarbeitung, Lernen in der Praxis
Mystery Jobber - Testkandidat
Newbie - Anfänger, Grünschnabel, Neuling
Onboarding - Mitarbeiterintegration, das Einstellen und Integrieren von neuen Mitarbeitern
Powerfrau - Kraftfrau, starke Frau
Patchwork-Lebenslauf - Lebenslauf mit vielen Berufswechseln und Unterbrechungen
Recruiting - Anwerbung, Personalbeschaffung, -einstellung, -suche
Shared-Service Center - unternehmensinterner Dienstleistungsbereich
Start-up - (Firmen-)Neugründung
Team - Mannschaft, Arbeitsgruppe, Gruppe
Team Player - Mannschaftsspieler
Top Management - Führungsspitze, oberste Führungsebene eines Unternehmens
Work-Life Balance - Arbeit und Freizeit im Einklang
Source for German counterparts is the website: http://www.vds-ev.de/aindex-thema
Showing posts with label HR trivia. Show all posts
Showing posts with label HR trivia. Show all posts
Tuesday, September 27, 2011
Tuesday, June 7, 2011
Trendy German neologisms and concepts
Recrutainment stands for experience-oriented recruiting. It is an example of an English sounding word that does not exist in English. It was created by the Cyquest GmbH, a German company specializing in e-Assessment tools and Human Resources Advertising and Marketing solutions.
Casting originates in performing arts and refers to a process for selecting a cast of actors, dancers and other talent for a live or recorded performance. As neologism in German language, casting stands for selection of employees independent of an industry (Auswahlverfahren von Mitarbeitern) and is used internally to probably pay justice to one’s need of being cool and trendy. Fortunately, recruiters are still called Recruiters and not Casting Directors.
Casting originates in performing arts and refers to a process for selecting a cast of actors, dancers and other talent for a live or recorded performance. As neologism in German language, casting stands for selection of employees independent of an industry (Auswahlverfahren von Mitarbeitern) and is used internally to probably pay justice to one’s need of being cool and trendy. Fortunately, recruiters are still called Recruiters and not Casting Directors.
Tuesday, August 3, 2010
No respect for Juniors
It is funny how the same characteristics, way of working or attitude is perceived differently depending on the person's rank and seniority in a company in China. What is perceived as a weakness or disadvantage of a Junior employee becomes an asset of a Senior position.
Consider the following reactions to the different employee ranks:
* A junior employee is simply rude; the senior one is straight forward!
* Junior is close-minded, the senior is focused!
* Junior is careless; the senior is focused on the big picture!
* Junior is impatient; the senior is restless for action!
* Junior is hot blooded, the senior is passionate!
Do you know more?
Consider the following reactions to the different employee ranks:
* A junior employee is simply rude; the senior one is straight forward!
* Junior is close-minded, the senior is focused!
* Junior is careless; the senior is focused on the big picture!
* Junior is impatient; the senior is restless for action!
* Junior is hot blooded, the senior is passionate!
Do you know more?
Tuesday, June 22, 2010
Some job ads attract letter of rejection instead of cover letter
"Thank you for your job ad in my copy of the Augsburger Allgemeine-newspaper and the confidence you have placed it my person. Unfortunately, due to a large number of other job ads I will not pursue your job opportunity any further and won’t apply for the position offered by your company.” The above quotation was authored by Jürgen Sprenzinger, German satirist. His book „Dear Mr. Hornback, I would apply for this position by a whisker. Refusals to unsolicited job ads” is a compilation of letters of rejection sent to Human Resource Departments as an answer to their print job ads.
Since 2000, Julien Prévieux, a French artist, also writes letters of non-motivation to refuse jobs offered in the newspapers, which have been first published in 2007 in a book called: Letters De Non Motivation.
Essentially, both collection of letters reveals the linguistic monsters in the job ads. Both authors assume different roles allowing for impetuous reasons for turning down the job in question. The companies sometimes replied, automatically or personally. Some Human Resource Departments have been very sad.
In both books, the entire recruitment system is revealed as defective.
Julien Prévieux (2007) "Letters De Non Motivation“, ISBN : 2-355-22009-3
Jürgen Sprenzinger (2008) „Sehr geehrter Herr Hornbach, um ein Haar hätte ich mich bei Ihnen beworben. Absagen auf unverlangte Stellenangebote", ISBN: 978-3-426-78104-3
Since 2000, Julien Prévieux, a French artist, also writes letters of non-motivation to refuse jobs offered in the newspapers, which have been first published in 2007 in a book called: Letters De Non Motivation.
Essentially, both collection of letters reveals the linguistic monsters in the job ads. Both authors assume different roles allowing for impetuous reasons for turning down the job in question. The companies sometimes replied, automatically or personally. Some Human Resource Departments have been very sad.
In both books, the entire recruitment system is revealed as defective.
Julien Prévieux (2007) "Letters De Non Motivation“, ISBN : 2-355-22009-3
Jürgen Sprenzinger (2008) „Sehr geehrter Herr Hornbach, um ein Haar hätte ich mich bei Ihnen beworben. Absagen auf unverlangte Stellenangebote", ISBN: 978-3-426-78104-3
Tuesday, June 23, 2009
HR Dilemmas
A high performance culture is sought after but promotions for key positions regularly arise because of politics instead of contributions.
Teamwork is encouraged and expected but the company operates in an individual-centric manner.
The company prioritizes promoting from within but there has been no succession planning with corresponding leadership and develop programs.
The company strives to minimize recruitment fees to search firms but does not develop adequate in-house recruitment capabilities.
The CEO pledges to provide 30-40 training hours annually per employee but the CFO institutes stringent guidelines to greatly minimize training expenditures.
HR staff is expected to shift from an operational expert to human capital partner but has not received additional training to learn new skills necessary to succeed in these new roles, i.e. translating customer expectations into employees’ behavior, executive coaching, data analysis, etc.
The company states "who we are" in all marketing collaterals but is unable to cascade this knowledge to all management levels; hence employees provide a lot of different answers as to what the corporate culture is.
The organization encourages staff to provide constant feedback but does not support application of tools (e.g. organizational climate surveys) to capture feedback systematically.
People are expected to think and act on-the-spot but there is a strong autocratic decision making process that does not empower people to take charge.
The company complains about the lack of talent but perceives any initiatives to enlarge the talent pool as too costly.
The organization recognizes Human Capital Management as highly essential and at the center of it all but places the HR team in some odd corner of the office with minimal visibility.
The HR Director is under every increasing pressure to demonstrate quick manpower results but does not have the authority to reward/penalize managers who exhibit exceptional/pathetic people management skills.
The HR Director must champion change and push forward the "people's" agenda but is too often one of the last to know about major changes and problems and is not kept "in the loop" until when all hell breaks loose.
Teamwork is encouraged and expected but the company operates in an individual-centric manner.
The company prioritizes promoting from within but there has been no succession planning with corresponding leadership and develop programs.
The company strives to minimize recruitment fees to search firms but does not develop adequate in-house recruitment capabilities.
The CEO pledges to provide 30-40 training hours annually per employee but the CFO institutes stringent guidelines to greatly minimize training expenditures.
HR staff is expected to shift from an operational expert to human capital partner but has not received additional training to learn new skills necessary to succeed in these new roles, i.e. translating customer expectations into employees’ behavior, executive coaching, data analysis, etc.
The company states "who we are" in all marketing collaterals but is unable to cascade this knowledge to all management levels; hence employees provide a lot of different answers as to what the corporate culture is.
The organization encourages staff to provide constant feedback but does not support application of tools (e.g. organizational climate surveys) to capture feedback systematically.
People are expected to think and act on-the-spot but there is a strong autocratic decision making process that does not empower people to take charge.
The company complains about the lack of talent but perceives any initiatives to enlarge the talent pool as too costly.
The organization recognizes Human Capital Management as highly essential and at the center of it all but places the HR team in some odd corner of the office with minimal visibility.
The HR Director is under every increasing pressure to demonstrate quick manpower results but does not have the authority to reward/penalize managers who exhibit exceptional/pathetic people management skills.
The HR Director must champion change and push forward the "people's" agenda but is too often one of the last to know about major changes and problems and is not kept "in the loop" until when all hell breaks loose.
Tuesday, September 9, 2008
HR Catch 22
Strategic HR
To add value and deliver results, HR needs an opportunity to work in partnership with senior management. But, this can only happen if HR first proves that the department adds value.
Board Seat
To make a contribution, HR needs a board seat. But, this can only happen if HR first makes a tangible contribution.
HR Leadership
To change the image and status of HR, highly ambitious and competent leaders must join and work in this field. But, this can only happen if the status of HR is first transformed.
Attracting Talent
To attract talent, a company must establish itself as an up-and-comer and a great place to work. But, this can only happen if the company has great talent from the beginning.
Promotion
To be promoted, an employee must prove essential skills required for a higher position (managerial role). But, this can only happen if s/he is promoted or at least challenged first in order to learn and grow (job stretch).
HR Investment
To invest in HR, an entrepreneurial company must reach financial stability. But, this can only happen if the company invests in HR (e.g. founder’s time, effort, and approach to managing people) in the first place.
Trainer-Training Company-Client
To understand the client’s training needs and be able to quote appropriate and accurate trainer fees, the trainer must be engaged by the training company and involved in the sales process with the client. But, this can only happen if the trainer fees between the trainer and training company are agreed upon beforehand.
Staff Appraisal
Staff appraisal forms are designed for reluctant managers but they are least likely to use them effectively. Instead, good managers fill out the appraisal forms properly and precisely but in general are the ones who do not need them. (Paul Kearns, 2003).
Training
Employees who do not enjoy learning and training look for excuses as not enough time in order to avoid participating in development initiatives. Instead, employees who enjoy and value training rarely miss a day of training and oftentimes are the ones who need it the least.
Performance
When your HR performance system is ineffective, low performers are most likely to stay onboard even though you generally would like them to leave. Instead, high performers who you would like to hold on to and retain are the ones most likely to leave.
To add value and deliver results, HR needs an opportunity to work in partnership with senior management. But, this can only happen if HR first proves that the department adds value.
Board Seat
To make a contribution, HR needs a board seat. But, this can only happen if HR first makes a tangible contribution.
HR Leadership
To change the image and status of HR, highly ambitious and competent leaders must join and work in this field. But, this can only happen if the status of HR is first transformed.
Attracting Talent
To attract talent, a company must establish itself as an up-and-comer and a great place to work. But, this can only happen if the company has great talent from the beginning.
Promotion
To be promoted, an employee must prove essential skills required for a higher position (managerial role). But, this can only happen if s/he is promoted or at least challenged first in order to learn and grow (job stretch).
HR Investment
To invest in HR, an entrepreneurial company must reach financial stability. But, this can only happen if the company invests in HR (e.g. founder’s time, effort, and approach to managing people) in the first place.
Trainer-Training Company-Client
To understand the client’s training needs and be able to quote appropriate and accurate trainer fees, the trainer must be engaged by the training company and involved in the sales process with the client. But, this can only happen if the trainer fees between the trainer and training company are agreed upon beforehand.
Staff Appraisal
Staff appraisal forms are designed for reluctant managers but they are least likely to use them effectively. Instead, good managers fill out the appraisal forms properly and precisely but in general are the ones who do not need them. (Paul Kearns, 2003).
Training
Employees who do not enjoy learning and training look for excuses as not enough time in order to avoid participating in development initiatives. Instead, employees who enjoy and value training rarely miss a day of training and oftentimes are the ones who need it the least.
Performance
When your HR performance system is ineffective, low performers are most likely to stay onboard even though you generally would like them to leave. Instead, high performers who you would like to hold on to and retain are the ones most likely to leave.
Tuesday, May 6, 2008
Outsmart the Proverbs
„Jak cie widza, ... to pracuj” – When they see you, ... then work (Original: How they see you, that's how they perceive you.)
„Kto pod kim dolki kopie..., ten szybko awansuje” -- Who digs a trap for others, ... gets promoted faster (Original: Who digs a trap for others ends up in it himself.)
„Gdyby kozka nie skakala, ... to by nie dostala podwyzki” -- If the goat didn't jump, ... she wouldn’t receive a pay increase (Original: If the goat didn't jump, she wouldn't have broken her leg.)
„Kto pod kim dolki kopie..., ten szybko awansuje” -- Who digs a trap for others, ... gets promoted faster (Original: Who digs a trap for others ends up in it himself.)
„Gdyby kozka nie skakala, ... to by nie dostala podwyzki” -- If the goat didn't jump, ... she wouldn’t receive a pay increase (Original: If the goat didn't jump, she wouldn't have broken her leg.)
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