In this interview, our Head of Human Resources talks about how she ended up at Digitec Galaxus, what it takes to ensure an agile approach to human resources management and how the human is at the centre of all things.
And what attracted you to Digitec Galaxus? I liked the company values, the flat hierarchies, the creative freedom and the opportunity to work in a digital company again. So I didn't hesitate for long and applied.
«The HR team gets about 100 request from employees every day.»
«The company value «responsible» makes Digitec Galaxus stand out from other companies out there.»
What does a modern HR department look like in your opinion? The way I see it, a modern HR department needs to meet these four criteria:
If you were granted one wish, what would you wish for Digitec Galaxus? Just one!? Joking aside, my wish would be that we continue to strengthen our position in Switzerland and Germany every year by making good and well-founded decisions.
Making sure employees and media know what's up at Digitec Galaxus is my job. But without fresh air and a lot of exercise, I basically stop functioning. The great outdoors provides me with the energy I need to stay on the ball. Jazz gives me the tranquility to tame my kids.
Behind the scenes
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You joined us in March 2019 as the new Head of HR Operations (HR). How did this come about? Some former team members of mine at Migros Genossenschaftsbund (MGB) pointed out the job ad to me. Kind of: «Hey Micol, have you seen this job at Digitec Galaxus? You'd be a good fit for the company. And the job description sounds super exciting – just your thing!» I'd never worked in HR before, so my first reaction was: «Why not? It would be something new.»
Which aspects appealed to you in particular? Reading the long list of requirements and tasks definitely awakened my competitive spirit. Two aspects were decisive: firstly, no long-term HR experience was required, so I knew this wouldn't be a classic HR role. And secondly, I liked this sentence in the job ad: «You continuously adjust the HR organisation to the changing needs of our company». Yes, the aspect of optimising appealed to me. In all my previous jobs, I’ve never experienced HR as a driver of change. This makes sense. In many companies, the HR team neither wants nor is expected to introduce change.
What was your impression after the first few weeks with us? I realised that everything that's needed to do a good job is in place. Experiencing how people help each other every day is very motivating. I was given a warm welcome and had a great start. Having the freedom to try out new approaches, change things and take responsibility is essential for me to be happy in my job. I also liked that I was told from the very start what was expected of me and where the challenges are. I really appreciate this openness and transparency.
And what surprised you most? Many things! There are three things I’ve never experienced before: first of all, the transparent and open communication. Anyone who wants to delve deeply into the business figures or yearly goals, for instance, can do so. Secondly, the diversity of people and personalities in the company – diversity isn’t just a buzzword for us. It’s lived every day. And thirdly, not having to follow any rigid rules, but working according to principles. Rules set unnecessarily limits to creativity.
You started your professional career in corporate communications. After a few positions in marketing and branding, you’ve now changed into HR operations. Were you fed up with creative people? No, not at all. There’s no reason to either, as communication, marketing and HR share many topics and we collaborate closely. I view my job as connecting these worlds and incorporating my communications know-how into HR. This might sound easy, but it isn’t – especially as I’ve never had such a versatile job before.
Amongst employees, «HR» is often jokingly referred to as «R». Why? Because people miss the human aspect. So here’s a provocative question: does a digital company in the digital age really need a human resources department? It's undeniable that more and more HR processes are digitalised. I also see great potential for this in recruiting and administration. But it's also clear that each and every employee is still a human being who wants to be taken care of. The HR team gets about 100 request from employees every day. This figure demonstrates the need for humans in HR and shows why the «H» will continue to play an important role in the future. The «human touch» is becoming more and more important, especially in a digital work environment (this article shows some good examples).
What’s your mission at Digitec Galaxus? My mission is to speed up HR administration and adapt all processes and services to the needs of employees and line management. Only a handful of Swiss companies follow this approach. I'm convinced that an agile HR department is the perfect fit for Digitec Galaxus. No two departments in the company are the same. Thus, their needs aren't the same either. We’re not following the traditional HR approach of «one size fits all» at Digitec Galaxus.
For this reason, we introduced interdisciplinary HR teams in October 2019. This allows us to view each process from different perspectives and come up with the best possible solution. In addition to this, the roles (admin, recruiting, HR business partner and systems and processes) have also been given slightly different tasks and responsibilities depending on the departments they support. To give an example: when it comes to our Supply Management department, we're working with a classic recruiter. For the Product Development team, we've acquired expertise in active sourcing.
It has an agile organisational structure. Responding to the needs of every department requires teams to follow an interdisciplinary approach. The HR department needs to focus on topics and processes and regularly optimise them.
The HR team has measurable goals. This allows us to show what we've achieved and where there's room for improvement. This year, we've set ourselves the goal of defining and analysing KPIs in the recruiting process and making them available to the line management.
It works closely with the line management. We need to be involved in all projects and be close to line management and employees. It's crucial that we understand the business side and include all parties in the change process. HR will be successful if we are proactive in approaching all parties, challenging existing services and addressing needs at an early stage. It's also important to be physically close to everyone. What we do to insure this? Every other week, a recruiter or HR business partner joins the Product Development team. We’re planning to extend this to the entire company in the future.
The HR department combines a wide range of skills. HR professionals need to be able to take on several perspectives and assume different roles. Communication, performance marketing, data analysis and product development skills are becoming increasingly important alongside traditional HR expertise.
Speaking of recruiting: numerous large companies do everything they can to attract young talent; they offer attractive pension fund solutions, flexible working hours, extended parental leave, carer's leave and much more. What does Digitec Galaxus have to offer? Indeed, the competition for the best talents is getting tougher and tougher. The company value «responsible» makes Digitec Galaxus stand out from other companies out there. Our decision-making processes are shorter than in comparable companies and our employees have more freedom of action. In other words, everyone who works for Digitec Galaxus has the chance to initiate ideas, take on responsibility and drive projects forward. This aspect is becoming increasingly important, especially for the younger generations. It's a big plus for many people.
