Sascha and Nils in interview
Source: Eigene Darstellung
An interview with our house spokesmen
Sascha and Nils have been house spokesmen for the IT Center for several years and represent the interests of the workforce. They act as a mouthpiece for the management and are a trusted contact person for employees’ questions and problems.
Janin: What exactly does it mean to be a house spokesman and what tasks does the role entail?
Sascha: On the one hand, we are, and this is certainly the most important thing for us: a person of trust and a contact person for all colleagues in the building. No matter what concerns, problems or challenges are involved, but especially in the area of interpersonal nature, the staff can come to us at any time to talk to us. Either to get a neutral, external opinion or to ask us for support. This includes, for example, moderating discussions if there are conflicts somewhere. But it can also be that we hold one-on-one discussions. Trust cannot be bought at this point, it has to be earned and therefore everything that is brought to us is to be seen under the high good of secrecy or confidentiality.
There are various ways to approach us. Of course, colleagues can call or e-mail us directly. We have our own mailbox for e-mails. In times without a pandemic, our office door is always open. If you want to bring something to our attention that is not directly related to you, you can use the so-called feedback boxes. These are normal mailboxes for which only we have a key and which we check regularly to receive mail in non-digital form.
House Spokesman Consultation Hour
In addition to these options, we also offer house spokesman office hours once a month. Currently, this takes place digitally and colleagues can then meet us in a meeting room to discuss their concerns.
Regular discussions with the IT Center management
In order to be able to implement the concerns that are brought to us, we take part in the management committees of the company. For example, in the management round and the management circle. In addition, we regularly have a 6-eye discussion with Professor Müller once a month. In this discussion, we talk to him about staff issues and he also asks us about topics where the opinion or mood of the company is important to him.
The house meeting
We also organize the house meeting, which takes place 5 times a year. We organize and moderate this format where the staff is regularly informed about important issues.
The party team
Our other tasks include the organization and completion of the party team. In this way, we make sure that the workforce can get in touch with each other on a social level outside of work and get to know each other better and get together on an interpersonal level. These events are really important for the employees. We have noticed that especially in the current period, because any digital possibilities do not replace the events of the past years. We hope we can get something going soon to bring us back together.
The Break-Express
We also organize the break express. In non-Corona times, it used to be that once a week a trainer would stop by each location and do a 10-minute exercise program with the participants. This included, for example, learning about loosening exercises. Currently, the program takes place digitally.
Welcoming the trainees
It is also a privilege for us to welcome the new trainees every year at various welcome events. There, the trainees and the trainers introduce themselves and we tell them something about us and the IT Center.
The IT Center employee satisfaction survey
To find out what the current mood in the company is like, we have launched an employee satisfaction survey. We evaluate this survey using the four-eyes principle and look at the areas in which we can still improve and what is already going very well.
The Mentoring Program
Last but not least – we organize the mentoring program of the IT Center. Selected employees with special qualities such as friendliness, helpfulness and experience in the company are placed at the side of new employees in order to give them the best possible introduction to working at the IT Center in this program. In addition to their colleagues in the department, their supervisors and us house representatives, the mentors are there for the new employees if they have any questions.
Janin: How long have you been a house spokesman and how long have there been house spokesmen at the IT Center?
Nils: I myself have been a house spokesman since the end of 2012, so 9 years already, and Sascha was elected in November 2014. The house representatives are continuously elected or confirmed by the staff. The latter also shows us how satisfied our colleagues are with our work. The elections usually take place alternately every 1.5 years. A term of office then covers 3 years. So there is a kind of “handover time” between the house spokesmen. It can be that someone resigns or someone else is elected.
Sascha: We couldn’t find out exactly how long the house spokesmen exist. But my predecessor announced his departure due to his retirement in 2015. At his retirement he has held the office for 16 years. Means the house speaker exists at least since 1999.
Janin: Why is it important to you that there are house spokesmen at the IT Center and why did you accept the office?
Nils: One is asked somehow by the colleagues. I didn’t say to myself, “Oh, you have to be a house spokesman at some point in your life. The colleagues approached me and asked if I could imagine taking on the position. The proposal was then submitted and I was elected. And I think that when you are elected, you feel confirmed somewhere that it might be a good fit and you try to do the best possible job.
To answer the question of whether the IT Center needs House speakers: We definitely have the chance to dig out conflict situations early on, which is very good. We certainly don’t always succeed in doing that – even though we would like to, of course.
I also find it particularly good when colleagues have a contact person who is not, for example, their direct supervisor. To be able to get a second opinion in a simple way, without any obligation. Without anyone having to know anything about it – which is why we treat every topic confidentially.
Sascha: In my case, my predecessor approached me and asked me or told me that he could well imagine me in office. Of course I was flattered, but I didn’t say “Yes!” right away, because the office brings with it a certain responsibility, of which we are very aware. When someone comes to us with a problem, it’s one thing to listen to it, it’s another to get involved so that the problem can be solved. This is a job that is not always peace and quiet. There are definitely emotional things that we experience. What’s more, through this office we are in constant contact with the management team and the management, with whom we may have had little to do before. I was also quite concerned that by standing up for the interests of the workforce, you often have to take an “against” stance in these circles and whether this could have a negative influence on your own working life. On balance, however, I have to say that fortunately this has never happened.
Janin: You are valuable contacts for employees. How important are discretion and trust to you?
Nils: Discretion and trust are very important to us, and in our eyes, these are actually the prerequisites for colleagues to dare to contact us. If that wasn’t the case, we would hear less. Nevertheless, this sometimes has certain disadvantages. If we allow discretion, we are on the other hand faced with the challenge of communicating problems to the management, but it may not be concrete enough to describe the problem. However, we have to live with this in order to protect the individuals. Discretion and trust are the highest good and then we find solutions to be able to deal with opinions more precisely.
Janin: How do you, as house spokesmen, help to ensure that new employees are taken “on board” in the best possible way?
Sascha: On the one hand, through a get-to-know-you meeting in office hours, through the introduction of employees at the house meeting, the mentoring program, and ultimately also through the organization of the social events. There, new employees have the chance to get to know their colleagues better.
We would like to thank Sascha and Nils for the open interview and the interesting insights into the office of the house speaker.
Responsible for the content of this article are Janin Vreydal, Sascha Bücken and Nils Neumann.
