Leadership in MedTech: Christian Frener talks Organizational Behavior, its impact on performance, managing regional differences, onboarding.

Behavior in the organization and its impact on performance

Stan: Hi Christian, I am very happy to have you with us today regarding the continuous series of Q&As where we talk about organizational behavior, culture and hiring strategies from the Executive HR stand point. To start our conversation I want to ask you what strategies can be used to motivate individuals and teams towards achieving organizational goals?

Christian: Hi Stan, thank you for having me. Interesting...

Counter question, is it the task of the company / the supervisor to motivate the employees / team members? Shouldn't it be a matter of course that every employee shows up to work motivated and approaches and performs his or her tasks with a positive basic motivation? When it comes to high performance and meeting or exceeding individual, team, and company goals, a combination of strategies is required to address each employee's individual needs and aspirations and align them with the company's overall goals.

In order to derive clear goals at the business unit, department, team and ultimately individual level, the question is whether employees understand and comprehend the overall goals of the company. It should be a given, even if the reality of is different, to set clear, specific, and achievable goals that align with the overall goals of the organization. These goals need to be discussed with individuals and teams and put in writing. Quarterly review and possible adjustment or prioritization is recommended.

Artificial revenue goals that cannot be achieved under any circumstances are demotivating and do not achieve the anticipated results. First, team members and teams should understand the purpose and importance of their work. Here, team leaders/department heads have a responsibility to help employees understand this. A vision/mission, such as fighting cancer in a sustainable way, is very effective in motivating employees and teams to do their best every day. They emphasize the impact each employee has and the value they bring to the company and society.

Team members and teams should have a sense of autonomy and ownership in their work. They should have the freedom to make decisions, solve problems, and take ownership of their tasks. Team leaders are responsible for encouraging employees to foster creativity, innovation, and independent thinking.

Recognizing and rewarding individuals and teams for their achievements and contributions is essential. I strongly believe that praise or a thank you for a great performance is a tremendous motivator. On the other hand, I am a big proponent of a clear and transparent reward and recognition system combined with a performance-based approach that recognizes the efforts of employees and teams and motivates them to excel. A guaranteed payout misses the mark and should be avoided.

Supervisors are encouraged to provide regular feedback to employees and teams. Praise as well as constructive criticism, guidance and support from supervisors motivate and improve employee performance. This fosters a culture of continuous learning and growth.

Investing in the professional development of individuals and teams pays off! Provide opportunities for continuing education, skill enhancement, and career advancement. Show genuine interest in employees' personal development and help them reach their potential.

Encourage collaboration and teamwork among individuals and teams. Create a supportive and inclusive work environment where employees can collaborate, share knowledge, and learn from each other. Foster a sense of camaraderie and collective responsibility.

Ensure effective communication within the organization. Keep individuals and teams informed of progress toward goals, strategy changes, and relevant information. Encourage open and transparent communication channels for sharing ideas, concerns, and feedback.

Leaders play a critical role in motivating individuals and teams. Lead by example and demonstrate enthusiasm, dedication, and a strong work ethic. Show genuine interest in the well-being of your team members and provide guidance and support when needed.

Recognize the importance of work-life balance and create a supportive environment that enables individuals to maintain a healthy work-life balance. Encourage flexible work arrangements and provide support to manage workload and stress.

Regional difference from the HR perspective and ways to manage

Stan: How do regional differences affect human resource management?

Christian: Regional differences can have a significant impact on human resource management (HRM) practices within an organization. Organizations that take a centralized HRM approach often inadvertently overlook these subtleties, which can affect talent attraction and retention, among other things, and ultimately weaken the success of the region.

Laws and regulations governing labor practices vary between regions and particularly at the country level. Specific mention should be made of minimum wages, statutory allowances, working hours and legal requirements for overtime and weekend assignments, employee rights, vacation policies, social security requirements. Compliance with these local regulations is essential.

Regional differences affect the availability and quality of the labor market. Factors such as population density, education levels and skills availability vary from country to country. HRM must adapt their recruitment and selection strategies to attract and retain the best talent in each region. Regional differences in cost of living and economic conditions can impact compensation and benefits packages. HRM must consider these differences to ensure that employee compensation is competitive and in line with local industry standards where talent is recruited. For example, a salary that is considered attractive in one country may be inadequate in a neighboring country due to differences in the cost of living. Furthermore, it is important to note that any legal requirements regarding participation in the company's success in the form of a profit-sharing bonus e.g. France may not apply in other countries.

In regions with multiple languages or dialects, HRM should consider language requirements for effective communication and collaboration in all circumstances. This includes ensuring that job postings, policies and training materials are available in the appropriate languages to promote understanding and integration and to comply with country-specific requirements. The latter is essential, especially in organizations that communicate using a common corporate language.

Employee expectations and preferences can vary from region to region. Factors such as work-life balance, job security, opportunities for advancement, and work culture can significantly influence HRM practices. Country-specific, effective employee engagement and satisfaction strategies must be developed and applied to ensure long-term success. For example, recognition programs, performance incentives, and employee development initiatives must be tailored to the specific needs and preferences of employees in each region and, in some cases, at the country level.

Flexibility and adaptability are key to successfully managing HRM practices in different regions and countries.

Soft factors and onboarding hiring experience

Stan: How do soft factors like communication skills, leadership potential, and cultural fit influence the hiring process?

Christian: Soft factors such as communication skills, leadership potential and cultural fit play an important role in the hiring process. While technical qualifications and hard skills are elementary, soft factors often determine whether the new employee will feel comfortable in a company and contribute effectively to its goals. During the hiring process, interviewers often assess an applicant's communication skills through interviews, written communication samples, and presentations. Strong communication skills can be indicative of a person's ability to express themselves, actively listen, and build relationships.

Even if a position does not involve direct management duties, leadership skills can still be valuable in influencing team dynamics, driving projects, and taking initiative. Employers assess leadership potential through behavioral interview questions, case studies, or assessment exercises. Candidates who demonstrate leadership qualities, such as taking ownership, inspiring others, and problem solving, tend to be highly sought after.

Cultural fit refers to how well an applicant's values, work style, and personality align with the company's culture and values. Employers often look at cultural fit to ensure that new hires integrate well with the team and work environment. Cultural fit can be determined through interviews, reference checks, and even informal interactions. Employers look for candidates who share similar values, have compatible work styles, and can easily adapt to the company's norms and practices.

These soft factors influence the hiring process in several ways. First, they help employers assess an applicant's potential for success at the company. Technical skills can be developed over time, but soft skills are often more difficult to teach. Second, soft factors contribute to team dynamics and cohesion. Hiring candidates who have strong communication skills and leadership potential can improve collaboration and productivity within the team. Finally, cultural fit makes employees feel comfortable and engaged, which reduces turnover and increases overall job satisfaction.

Stan Kalinin draws on an extensive track record of more than 14 years of search and executive team-building expertise. He is the host of MedTech Opinion Leader supporting growth of MedTech industry and creating insightful stories with key market executives forging alternative narrative about the sector current and future trends.