⚒⚒ | ＄＄ | ⏲⏲⏲ | When time is limited, employees tend to fall back into old habits when looking for knowledge, which constrains new and creative ideas. This is where artificial intelligence can support an optimal flow of information in the form of a “company brain”. This digital solution improves interdisciplinary networking and activates untapped innovation potential.
⚒⚒ | ＄＄ | ⏲⏲ | Employees across divisions and hierarchical levels will benefit from a digital solution for formal and informal communications. This tool will encourage the sharing and creating of innovative ideas and ensure everyone’s involvement in the development process. Interest groups with representatives from all over the company come together in a simple and inclusive way to share ideas and plan collaborative activities.
⚒⚒ | ＄ | ⏲⏲ | Corporate networks with a professional and/or social focus create a protected framework for specific diversity groups to exchange ideas and support each other. In addition, events and activities strengthen the sense of belonging and increase employees’ commitment to the organization. Over time, internal networks contribute to a culture of openness and a trusting work climate.
⚒⚒ | ＄ | ⏲⏲ | Job rotation is particularly effective during the training and familiarization phase. Depending on the requirements and complexity of the tasks, an employee or a prospective manager changes departments or teams at fixed intervals (e.g., weekly, monthly, or quarterly) and gets to know the various processes and procedures within the organization.
⚒ | ＄ | ⏲⏲ | Especially for women, there are already several professional networks in Switzerland with which one can connect. Depending on the network, membership is open to individuals and/or entire organizations as “corporate members”. In addition to an information and communication platform, they often organize regular events for social and professional exchange.
⚒ | ＄ | ⏲⏲ | Peer-mentoring groups offer employees at the same level a valuable opportunity for mutual exchange and support. The regular meetings help members of different diversity groups to develop their potential and use it for innovation. Outside-the-box thinking is promoted, and expertise is constantly communicated and applied.
⚒⚒ | ＄ | ⏲⏲⏲ | An in-house “project marketplace” combines the flexibility and autonomy of job-gigging platforms with the advantages of permanent employment relationships. The internal competition for the most exciting projects motivates employees to develop themselves, increasing their work engagement and satisfaction continuously.
⚒ | ＄＄ | ⏲⏲ | “Random lunches” can be held to promote random encounters between employees using digital solutions. Employees are allocated to groups of 2 to 4 people by an algorithm-directed lottery at regular intervals (like once a month). When the groups are assigned, they plan to meet for lunch or a coffee break.
Volvo Car Switzerland AG employs around 50 people between 25 and 65 at its Swiss site and has a presence throughout the country with over 70 Volvo agencies. With the “random lunch” initiative, the company aims to strengthen informal exchange and networking among employees as part of its innovation culture. There was very positive feedback in response to the Random Lunch throughout the company.
⚒ | ＄ | ⏲ | In-house “speed-dating” as a networking measure makes the most sense when two or more groups in the company tend to have little to do with each other in everyday life. When meeting informally, the different groups get to know each other and share their experiences. These interactions can be the starting point for new ideas and innovations.