Ingo Kallenbach

Who still needs HR specialists today?

For almost 10 years now one has been able to observe on a global basis that the responsibility for human resource tasks, especially in the field of so-called “talent management“ is increasingly shifted from the HR departments to the executives (see Cappelli in HBR 11/2013).

An Australian study from 2005 revealed that in 70% of all companies the heads of department have taken on a big part of HR tasks over the last 5 years.

Ingo Kallenbach

The health conflict

You as a reader of our Notes knows that we feel very strongly about the “healthy organisation“. After we have concentrated on the parameters of a “healthy strategy“ in one of our last Notes, in this issue of our notes we would like to unfold some challenges and ideas for establishing a “healthy culture“.

Most people would say that health in companies is important. In naming concrete measures, opinions often differ, however. Why is that?

Ingo Kallenbach

Season’s greetings from Reflect

We wish all of you a merry Christmas and a happy New Year. We thank you for your partnership and loyalty in 2013 and are very much looking forward to seeing you again next year. We will be back in the office on January 7th, 2014. 

Best wishes, 
Your Reflect Team

Ingo Kallenbach

Mindfulness as protection from stress and mental overload


The number of employees talking about psychic stress in their companies grows constantly. We occasionally reported about this fact in other notes already. A well-proven protection from such psychic stress is given by trainings in the area of mindful meditation. Today, the demand of those meditation trainings booms. 

Ingo Kallenbach

Book recommendation: "David Rock: Your Brain at Work"

Our recommendation for anyone who has always wanted to find out how our brain functions is the book Your Brain at Work by David Rock. If you neglect the rather unspectacular title of the book, the author actually succeeds in illustrating what happens in one of our most important organs while we work. It becomes clear, why there are certain things that we are capable of doing in parallel, and other things, that demand our full concentration.

Ingo Kallenbach

The Management Agenda 2013 - the concerns of British managers

To be honest: 2013 is about to end, but nevertheless we think it is worth to hint in this Note at a study pointing out what is important to the managers from the British Isles. As a sophisticated personnel manager or entrepreneur you should find a lot of hints how to develop your organisational culture, leadership development or talent management to clearly distinguish yourself from your competitors.

Ingo Kallenbach

Introduction of the new BASF Competency Model

Reflect accompanies the European rollout for the introduction of the new competency model at BASF SE. The new competencies translate the strategic principals and values of BASF into concrete action. Reflect coaches the executives in the application and implementation of the new competency model. We are very much looking forward to this cooperation in such an exciting thematic field!

Ingo Kallenbach

Can a "healthy" strategy really be economically successful?

A key factor for our concept of a "Healthy Organisation" is a healthy strategy. We have laid out this concept in detail on our Reflect Day (see our note on the Reflect Day). According to our opinion, an organisation can only be really healthy if the targets associated with the strategy take into account the financial success as well as the responsibility towards employeescustomers,society and the environment;

Ingo Kallenbach

So much for a "typical woman"


A new world-wide study does away with common myths why women do worse regarding career and payment than their male colleagues: 

Women are less demanding regarding their career: As if! They demand career opportunities almost as much as men do and actively work for them - by themselves: already after a few years the men clearly have the edge over the women.

Ingo Kallenbach

Reflect Day

On September 23rd, 2013 - one day after the German parliamentary elections - we introduced our model, the Healthy Organisation, and the subjects related to this topic for the first time within the scope of our Reflect Day. The healthy organisation - a central theme of our work - may serve as a useful blueprint for companies. It demonstrates how to bring a company on a healthy course: by means of healthy, economic profits, healthy employees and healthy processes.

Ingo Kallenbach

Do motivated employees really perform best?

Mark Murphy, Manager of the US consulting firm Leadership IQ, had reasonable doubts concerning this statement and checked it. 
By means of a questionnaire he assessed the motivation of employees in about 200 US companies. In addition, Murphy recieved data from the respective companies regarding the performance of the employees questioned. 

Ingo Kallenbach

Book recommendation: Business Model You

This time our book recommendation is from the field of career guidance and "Life Styling". After the successful predecessor "Business Model Generation", management book of the year 2011, the authors Clark, Osterwalder & Pigneur (2013) have written the book Business Model You, which stands out from the vast crowd of career guides. 

Ingo Kallenbach

Wellbeing: small change - big effect


Who would have figured? Even small changes in the wellbeing of employees have a big effect on their performance! 

The fact that wellbeing at the workplace correlates with work performance nowadays no longer astonishes anyone. However, the fact that even small changes have measurable results lets the reader rub his eyes. And for us it is worth writing an article about. 

Ingo Kallenbach

Competence Diagnostics - Emotional Intelligence

Through Goleman's book Emotional Intelligence (1995) the approach of an intelligent organization and its members got popularised. According to modern studies leadership success depends up to 90% on the personal and social skills - the Emotional Intelligence - of leaders. Therefore, it is important to be literate with emotional skills.