All Electric Mindset? What sustainability means for specialists and managers

Interview with
Doris Höpfl, Chief Human Resources & Legal Officer HARTING Technology Group

For employees, attuning to the future vision of the All Electric Society means rethinking technology and social responsibility. Just what does this entail for the Human Resources department?

How is HARTING positioning itself in terms of mindset and expertise with regard to the All Electric Society?

Doris Höpfl: Especially in these current, very exciting times, it is extremely important to look at the future viability of people's skills. Often - and this is still largely the case here - existing competency models are geared towards technical competencies and are strongly focussed on management areas. What is certain, however, is that the demands on people's skills in the world of work are changing and we need to ask ourselves the question: How are they able to be open to change? It is the task of people in managerial positions to recognise and promote existing potential. At HARTING, we are currently defining a respective framework and aligning it in particular with our strategic roadmap towards the All Electric Society, innovation and product portfolio. In other words, we are looking at which key competences we need in terms of our contribution to the future vision of an AES in order to fill them in a targeted manner. It's not just about expertise, but also relates to factors such as creativity and flexibility in change.


How does HARTING develop the spirit in which connectivity will make a valuable contribution to the AES?

Doris Höpfl: The AES is a great opportunity, not only for society but also for us at HARTING. We create connections – and also in terms of people! I am convinced that we will significantly shape this spirit with our product portfolio and set a convincing example. With this potential, it is essentially in the hands of our management team that we enthuse and inspire people to follow this path. This requires persuasive strength and trust. A culture in which people get involved, think creatively and take responsibility. They should be encouraged to utilise all opportunities and have the confidence to do new things. For this to succeed, we give people the necessary trust enabling them to fully develop their expertise.  This also goes hand in hand with a certain willingness to take risks and substantial levels of collaboration across departments. As managers, we will create the space and the platform for this. And we need significantly more diversity for a globally successful HARTING Technology Group - different people rooted in different backgrounds and cultures. We already have an international presence and will continue to develop this network. The aim is to bring together new skills in the company with the in-depth knowledge that already exists in the organisation. All these aspects represent key success factors.


Does HARTING become attractive to potential employees by positioning itself in the AES?

Doris Höpfl: If a company makes vital contributions to transforming society towards greater sustainability in order to tackle the climate crisis, this is naturally highly attractive to people - across all generations. A corresponding sense of belonging is also a weighty factor. Because people are increasingly looking for the purpose of their actions and asking themselves the question: What contribution can I make with what I do? In terms of the All Electric Society, this means: We are people who are determining and shaping the All Electric Society with what it needs - connectivity. We are not just connecting technical devices - we are also connecting people!