The Importance of Enterneering® in HR Shortage


What Shortage of Human Resources and Enterneering® have in common

20%, 25% or 30% – How much does the percentage of permanently unfilled positions have to be to internalize that it’s about much more than trendy recruiting, fresh fruit, events, or job bikes? In many companies there is a visible GAP towards professional Enterneering® (=Enterprise Engineering around organization, human resources, and culture). This element should always be adequately in focus in companies above a certain size, even without the current labour market situation. In the current situation, such deficits are taking even greater revenge in the short term, as it is no longer just a matter of attracting new employees, but of retaining and developing existing employees is at least as important.

Entrepreneurs are forced to work much more consistently ‘on’ their business and to highlight what the company stands for (and this does not mean the annual profit…), on which mission it is and with which vision employees want to identify (attention, to want not should). It must be recognizably attention and capital used, to provide durably for the necessary nose length more employer attractiveness than the competition (like if the employee becomes the customer).

Companies will invest at least as much to radically digitize their processes. This time, they will not do so to save existing personnel, but to reduce unfilled positions or to make growth possible at all. Against this backdrop, dealing with technical debt will change because there will no longer be helping hands for rework, downtime, or shortage management. Companies will have to deal more with the question of having enough courage to leave gaps or real focus (real focus = leaving things out). We will probably also give our hitherto much-cited German virtues an appropriate new classification. We will have to be even more open to new global partnerships and network our scarce resources more effectively.

And of course, companies will have to adapt remuneration structures in many places, which will very likely also challenge widespread standard sets of rules such as collective agreements etc. both in individual cases and in principle.

The good thing about this topic is that all these challenges can be met in real terms and have already been implemented successfully in many places, either in part or in full.

How well do you think companies are positioned here? In your view, is there a need for action or have you gained valuable experience? We are always interested in a constructive and open exchange of experience among practitioners and keep regular slots open for such free and non-binding discussions. Just contact us via the contact form below to arrange a slot.



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