Between digitization and an increased desire for a balance
more in favor of “life” than “work”: How is AVL responding to
the changing needs and expectations of employees?
Many applicants really do have more definite expectations
these days than they did in the past. How you react to this on
a case-by-case basis very much depends on the current mar-
ket opportunities and what you can implement. As a global
company in a dynamic industry, we are well positioned here
since we offer excellent internal development perspectives.
Naturally, we also offer regular working hours and appropriate
breaks, so work-life balance is not as much of an issue for
us as we sometimes hear from other companies or as it is
communicated in the media. Most people who come to AVL
primarily want to prove what they are made of and what they
can achieve.
Creative methods for recruiting and retaining employees are
in demand right now. Do you feel that there are any projects/
programs that stand out?
Yes, we try to contact educational institutions as early as
possible in order to find future employees through internships,
pre-scientific work, bachelor’s and master’s theses. We also
use AI in the recruiting process to find suitable applicants as
efficiently as possible. Retention is becoming increasingly
important – which is why we have learned a great deal from the
employee surveys, and listened carefully to what is important to
our colleagues. So we learned what we can and want to offer.
How does AVL’s HR policy differ from what you might expect
at a company of this size?
Undoubtedly, a key factor is our understanding of teamwork.
This benefits both existing and future employees. We have a
large international network of innovative teams and methods
that other companies can only dream of having. Flexibility and
personal responsibility are particularly noteworthy: every-
one who starts at AVL is immediately part of one or more
teams. At the same time, you are quickly given responsibility.
We foster a culture in which personal opinions matter. This
boosts self-confidence and satisfaction. Fundamentally, I am
convinced that companies that have a good corporate culture,
i.e., a balance between give and take, perform better in the
long term. Those who see employees merely as a cost on two
legs will have problems because people won’t stay at or join
companies like that.
One of the ways AVL is looking to recruit new employees is
through current AVL employees. How important are these
kinds of initiatives?
Our employees are AVL’s most important ambassadors. No
one can speak more credibly about our company and our
brand. And no one – no customer, no partner – can provide
better insights than someone who currently works at the com-
pany. To support this, we have launched a program: Employ-
ees Recruit Employees (MwM), and we also have the initiative
“#AVLuencer – inspiring people for AVL together”. This is a
targeted call to our employees to present AVL as an employ-
er – and to do so at every opportunity and via all channels. At
events as well as on social media or in private circles – after
all, potential applicants are everywhere.
Interview with
Dr. Markus Tomaschitz
“Digitization cannot
replace everything –
we are already feeling
and noticing that.”
SPECIAL EDITION