3 ms·

Would you care to elaborate?

luca_ing 9y ago
>>> Turnover at an acquired company isn't unusual, nor is friction in the transition. >> Things are a bit different in Germany than in the USA when it comes to this. > Would you care to elaborate? Here's an attempt at an explanation: Both turnover and friction occur during acquisition in Germany as well, obviously. And indeed friction is probably independent of nations (and their differing laws and cultures), so I'll focus on turnover. So, turnover. The legal notice period in Germany is (ignoring exceptions) at least one month, and up to seven months by law. Often employer and employee contractually agree on even longer minimums, three months are quite usual. There's also an unspoken expectation that permanent employees are in for the long haul. By contrast, IIRC many US States allow essentially zero notice period, and the famous two weeks' notice is essentially just courtesy. Culturally, there's also stronger (albeit eroding) attachment between employers and employees. Especially in Mittelstand companies, such as Grohmann seems to be, the owner takes the stance of a benevolent patriarch, taking his responsibility for his employees seriously, and workers tend to reciprocate, and be very protective of their boss. In fact, such a company structure and climate may well be a factor for when considering an employment offer. Since identification with a company can thus be very strong, there would be considerable reluctance to leave, especially at such a critical time. You don't just leave your colleagues and your customers hanging. In fact, perhaps it was this sentiment which caused Klaus Grohmann to throw in the towel, when he realised he was expected to work against the best interest of his clients (and, by extension, employees). I assume that such a departure of a patriarch will be a strong signal to the rest of the company.
- mathperson 9y ago
  very interesting. thank you very much.

>>> Turnover at an acquired company isn't unusual, nor is friction in the transition. >> Things are a bit different in Germany than in the USA when it comes to this. > Would you care to elaborate? Here's an attempt at an explanation: Both turnover and friction occur during acquisition in Germany as well, obviously. And indeed friction is probably independent of nations (and their differing laws and cultures), so I'll focus on turnover. So, turnover. The legal notice period in Germany is (ignoring exceptions) at least one month, and up to seven months by law. Often employer and employee contractually agree on even longer minimums, three months are quite usual. There's also an unspoken expectation that permanent employees are in for the long haul. By contrast, IIRC many US States allow essentially zero notice period, and the famous two weeks' notice is essentially just courtesy. Culturally, there's also stronger (albeit eroding) attachment between employers and employees. Especially in Mittelstand companies, such as Grohmann seems to be, the owner takes the stance of a benevolent patriarch, taking his responsibility for his employees seriously, and workers tend to reciprocate, and be very protective of their boss. In fact, such a company structure and climate may well be a factor for when considering an employment offer. Since identification with a company can thus be very strong, there would be considerable reluctance to leave, especially at such a critical time. You don't just leave your colleagues and your customers hanging. In fact, perhaps it was this sentiment which caused Klaus Grohmann to throw in the towel, when he realised he was expected to work against the best interest of his clients (and, by extension, employees). I assume that such a departure of a patriarch will be a strong signal to the rest of the company.

mathperson 9y ago
very interesting. thank you very much.