The shortage as an opportunity

What will make the next few years particularly challenging, however, is demographic development. The proportion of people of working age in the total population is declining. This is not new, but it is becoming increasingly dramatic. For example, the European Commission expects that by 2070, almost one-third of the population will be over 65 years old and thus out of the labor force - in 2019, the figure was 20.3 percent. This development not only takes the existing healthcare and social systems to and beyond their limits, it also has a concrete impact on the labor market. While we are already suffering from a glaring shortage of experienced IT staff, the impending brain drain is likely to exacerbate the situation even more dramatically.

Accept the Challenge!

Let's rise to these challenges! We in IT in particular have years behind us that were busy and exhausting, but also very positive. It wasn't always clear where the flagship SAP was headed, but there was plenty of work and many exciting projects. Then Corona came along and changed a lot of things. But the restrictions and ongoing adjustments also showed us how much positive energy challenges can release. For example, on the subject of home office: I could feel in myself how beneficial it is to travel less. In addition, I felt that I could trust my colleagues more when it came to working at home.

As a company, we have had very positive experiences and have become more productive in many aspects. But, and this must also be said, communication with customers and in projects as well as social cohesion in the team have suffered. But here, too, we have to accept the challenge and find solutions. We have currently settled on a reasonable share of two to three days at the customer and in the home office, which is very suitable at the moment.

Open Your Mind

In general, we have seen the last few years as an opportunity to take a close look not only at our resource planning, but also at our recruiting and training activities, and to make them fit for the future. Openness and an unbiased view of personal expectations were helpful here. Although we were initially irritated by the arrival of young colleagues ("part-time is enough"), I personally and we as a company have definitely benefited from this. After all, we from Generation X are also benefiting from the new achievements. And let's be honest, a little more feel-good and experiential character in the work environment wouldn't hurt us either.

Career opportunity for newcomers

In addition, the acute shortage of very experienced consultants needed for the S/4 conversions allows us to offer entry-level employees a wonderful opportunity for their careers. Starting with a workshop that deals in detail with the topic "What does the customer expect from me?", they receive profound, technical SAP training at snap, which - as a first sense of achievement - includes passing SAP certification. At the same time, with the support of seniors, they have to solve their first project tasks. The personal coaching sessions by experienced specialists, who provide positive, motivating feedback, are also very well received. Responsibility is a top priority for us. With our SAP best-practice software line SnapWare, newbies can work independently and also try their hand at initial developments. Projects in which they can get involved and make a difference thrive and develop meaning when customers use the software in practice.

Communicate and let do

Especially for the position of SAP developer, the following applies in our company: We have two jobs, developing software and communicating. After a few years of experience in direct customer contact and with increasing responsibility, we provide additional training on topics such as project management, communication, presentation and conflict management. To come back to the leadership style: Don't see yourself as a boss, but as a coach, at "eye level." Actively solicit feedback on an ongoing basis and involve newcomers to the profession! Reflect on your own training and the leadership style you practiced at the time. Allow laisser-faire a renaissance. As a successful coach, you can sit back and be happy when "the young ones" take on responsibility, contribute constructively and develop personally. That motivates.