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<h1>
Fünf HR-Trends 2023
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<span class="author vcard" itemtype="http://schema.org/Person" itemscope="itemscope" itemprop="author"><a class="url fn n" href="https://www.hrjournal.de/author/arne-sjoestroem/" title="Alle Beiträge von Arne Sjöström anzeigen" rel="author" itemprop="url"><span class="author-name" itemprop="name">Arne Sjöström</span></a></span> | <time class="updated" datetime="2022-12-29T15:36:19+01:00" itemprop="dateModified">29. Dezember 2022</time><time class="entry-date published" datetime="2022-12-30T07:00:40+01:00" itemprop="datePublished">30. Dezember 2022</time> | <a href="https://www.hrjournal.de/category/hr-welt/" rel="tag">HR-Welt</a>
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</div><div class="featured-caption">Twenty20/@AllaGreeg</div>
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<article id="post-21583" class="post-21583 post type-post status-publish format-standard has-post-thumbnail category-hr-welt tag-arne-sjoestroem tag-culture-amp" itemtype="https://schema.org/CreativeWork" itemscope>
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<p><strong>Welche HR-Trends und Entwicklungen Organisationen 2023 zu erwarten haben, hat <a href="https://www.linkedin.com/in/arne-sj%C3%B6str%C3%B6m/" target="_blank" rel="noopener">Arne Sjöström</a>, Lead People Scientist bei Culture Amp, skizziert.</strong></p>
<p>Mittlerweile steht fest: Auch 2022 ist ein Krisenjahr, die Auswirkungen der Inflation werden weit ins nächste Jahr reichen und sich möglicherweise noch verstärken. Nach der Pandemie halten Verunsicherung und Zukunftsängste weiterhin an und HR-Manager sind zu Krisenmanagern geworden, die permanent ein vielstimmiges Szenario dirigieren müssen.</p>
<p>Mehr denn je kommt es bei Führungskräften auf ein vielseitiges Repertoire an Fähigkeiten an: Sie müssen auf das Wohl ihrer Mitarbeitenden achten, ein offenes Ohr für die Belegschaft haben, Talente ans Unternehmen binden und in wirtschaftlich schwierigen Zeiten auch die Unternehmensziele fest im Blick behalten.</p>
<p>Welche HR-Trends und Entwicklungen haben Organisationen 2023 zu erwarten:</p>
<h3>1. Pauschale Gehaltserhöhungen und Vergünstigungen werden zum Eigentor</h3>
<p>Auch wenn Mitarbeitende Zuschüsse zur Abfederung der steigenden Lebenshaltungskosten begrüßen, sollten Unternehmen symbolische Gesten vermeiden. Leistungsprämien, bei denen nicht klar ist, auf welcher Basis sie ausgeschüttet werden und Zulagen, die nach dem Gießkannenprinzip vergeben werden, sorgen bei den Leistungsträgern oftmals für Verunsicherung und Unruhe.</p>
<p>2023 wird vielmehr das Jahr der individuellen Weiterbildungs- und Entwicklungsprogramme sowie der Performance Reviews. Diese spielen eine immer wichtigere Rolle: Sie gewährleisten die Transparenz, die notwendig ist, um Entscheidungen und die Leistungsbeurteilung von Mitarbeitenden zu begründen.</p>
<h3>2. Der Experimentierkasten kommt zum Einsatz</h3>
<p>Unternehmen werden austesten, was für sie der beste Weg ist, um ihre Belegschaft zu belohnen. Viele Organisationen haben jedoch schlichtweg kein Geld übrig, das sie ausschütten können. Hier ist Kreativität gefragt: Die Firmen werden überlegen, was sie ihren Beschäftigten stattdessen bieten können.</p>
<p>Ein Beispiel ist das Aufrechterhalten von Karrierechancen und Angebote zur Weiterentwicklung. Mitarbeitende insbesondere Leistungsträger fühlen sich so wertgeschätzt und bleiben engagiert. Ebenso können flexible Angebote bei Arbeitszeit und Arbeitsort die Mitarbeitenden dabei unterstützen, Kosten zum Beispiel für Pendelfahrten oder die Kindertagesstätte zu sparen.</p>
<h3>3. Das Pendel schlägt zugunsten der Arbeitgeber um doch nur für kurze Zeit</h3>
<p>Kurzfristig wird sich das Machtverhältnis ändern, Arbeitnehmer sitzen 2023 am längeren Hebel. Allerdings wird dieser Zustand nicht lange andauern. Der Wunsch der Arbeitnehmer nach einem sicheren Arbeitsplatz in finanziell unsicheren Zeiten führt dazu, dass sich zunächst mehr Menschen an ihre Arbeitgeber klammern. Das verschafft den Unternehmen zwar kurzfristig einen stärkeren Einfluss auf ihre Mitarbeitenden zum Beispiel, wenn das Management auf eine Rückkehr ins Büro besteht.</p>
<p>Doch sollten Arbeitgeber nicht selbstgefällig werden. Vielmehr muss die Unternehmensleitung weiterhin effektiv kommunizieren und ihren Mitarbeitenden eine klare Vision, eine klare Richtung und klare Werte vermitteln. Schlägt das Pendel erneut um, dann wird es abrupt, schnell und heftig ausschlagen. Unternehmen, die das Engagement ihrer Mitarbeitenden als selbstverständlich hingenommen haben, werden feststellen, dass ihre Belegschaft bei nächster Gelegenheit den Hut nimmt: Quiet Quitter werden dann zu First Quitter.</p>
<h3>4. Der Druck auf Managerinnen und Manager bleibt hoch</h3>
<p>Was bereits in der Pandemie zu beobachten war Mitarbeitende wenden sich in Krisenzeiten an ihre Managerinnen und Manager und erwarten deren Unterstützung in schwierigen Zeiten. Führungskräfte müssen auf praktischer Ebene Lösungen anbieten, aber auch auf emotionaler Ebene beraten und Unterstützung leisten. Diese zusätzliche Erwartung setzt sie erneut einem permanent hohen Druck aus und führt zu einem höheren Burnout-Risiko. Umso wichtiger ist es, dass sie ihr eigenes Wohlbefinden im Auge behalten und diese Achtsamkeit auch vorleben.</p>
<h3>5. Steigender Fachkräftemangel, sinkende Loyalität</h3>
<p>Unternehmen, ganz gleich welcher Größe, werden immer größere Schwierigkeiten haben, Talente zu finden. Gleichzeitig zeigen sich immer weniger Arbeitnehmer dazu bereit, sich langfristig an ein Unternehmen zu binden. 2023 werden große Unternehmen gegenüber den kleineren an Attraktivität zwar zulegen, da Menschen einem sicheren Arbeitsplatz eine höhere Priorität einräumen. Das führt jedoch dazu, dass kleinere Organisationen einen noch härteren Kampf um Talente führen müssen.</p>
<p>Diese Situation verschafft großen Unternehmen nur vermeintlich mehr Luft, denn sie laufen Gefahr, Beschäftigte einzustellen, die nur nach einer kurzfristigen Lösung suchen: Diese bewerben sich eventuell aus falschen Gründen und identifizieren sich weniger mit der eigentlichen Aufgabe oder dem Auftrag des Unternehmens.</p>
<p><strong>Lesen Sie auch die folgenden Beiträge:</strong></p>
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<li><a href="https://www.hrjournal.de/diese-drei-hr-prozesse-digitalisieren/">Warum Sie diese drei HR-Prozesse digitalisieren sollten</a></li>
<li><a href="https://www.hrjournal.de/der-jobmarkt-bleibt-vital/">Der Jobmarkt bleibt vital</a></li>
<li><a href="https://www.hrjournal.de/massenarbeitslosigkeit-unter-mint-fachkraeften/">Massenarbeitslosigkeit unter MINT-Fachkräften? Recruiting updaten.</a></li>
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Arne Sjöström </a>
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<p><span lang="EN-US">Dr. Arne Sjöström ist Lead People Scientist bei <a href="https://www.cultureamp.com/?gclid=Cj0KCQjwmIuDBhDXARIsAFITC_4_G6sHFBtem0ZvBcGhZzmbi9bpR12a2L8TCQeh7cSSA3I-O68Ph00aAlZBEALw_wcB&amp;utm_source=google&amp;utm_medium=cpc&amp;utm_campaign=Brand-DE&amp;utm_term=culture%20amp&amp;hsa_acc=1222068845&amp;hsa_cam=8260846246&amp;hsa_grp=85512837272&amp;hsa_ad=431244883623&amp;hsa_src=g&amp;hsa_tgt=kwd-298378134442&amp;hsa_kw=culture%20amp&amp;hsa_mt=e&amp;hsa_net=adwords&amp;hsa_ver=3&amp;gclid=Cj0KCQjwmIuDBhDXARIsAFITC_4_G6sHFBtem0ZvBcGhZzmbi9bpR12a2L8TCQeh7cSSA3I-O68Ph00aAlZBEALw_wcB" target="_blank" rel="noopener">Culture Amp</a>. </span>Seinen Arbeitsschwerpunkt hat er im Bereich der Organisationspsychologie und angewandten Forschung. Erkenntnisse aus dem Bereich der Psychologie und Verhaltensforschung werden von ihm bei der Anwendung von HR-Technologien genutzt, um Firmen bzgl. der Personalauswahl, Personalentwicklung sowie dem Mitarbeiterfeedback zu beraten. Foto: Marvin Ruppert</p>
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