Joachim generally speaks out against talking about the characteristics of different age cohorts, as this easily leads to stereotypes. This results in dangerous spillover effects such as the well-known halo effect or its counterpart: the devil's horns or horn effect.
Excursion into the Horn Effect and Halo Effect
The Horn Effect (in English Devil Effect) is a psychological perception error that often unconsciously influences our judgment negatively. We tend to overvalue a negative characteristic and generalize. This effect can happen in employee evaluations or job interviews. One example of the effect is typos in the application. The recruiter then goes into the job interview with the negative opinion of the candidate that he or she is sloppy at work.
The halo effect is exactly the opposite. A positive characteristic of the candidate or employee leads to all other characteristics being viewed positively and negative characteristics being outshone.
halo effect and horn effect
We asked ourselves what measures companies can take to avoid quiet quitting from the outset. Our experts summarize the 3 most important measures:
to sensitize managers to the issue of internal resignation
Investing in Modern Leadership
create a framework for honest and open communication
From Joachim's point of view, it is very important to make HR staff and especially sweden telegram data managers aware of the issue of internal resignation. Managers can often be intrinsically motivated to an above-average degree by their personality and consider this to be the norm. They often cannot imagine that others are not like this. The aim here is to create an appropriate awareness that these projection errors exist and that special attention should be paid to them.
How employers can prevent silent dismissal - Quote Marcus Reif
Marcus is strongly opposed to hierarchies and micromanagement. Trust and self-organization are crucial for good teamwork. A modern corporate culture in which everything can be discussed openly should also be promoted.
For Eva, a space and framework for targeted exchange is very important. In addition, the company can and should offer support to managers, especially in a remote setting. In general, HR managers should also ask management and employees how the collaboration is going and what both sides want. They can do this through employee surveys and, to a lesser extent, through informal coffee conversations. In principle, an organizational culture that is open to criticism is just as helpful as a clear compass of values and a fundamental encounter on an equal footing. One thing is clear: if management is particularly focused on hierarchy, then this is probably not particularly conducive to an open culture of discussion.