FAQs – Page 9 – PERSENTIS

Q: 01 I EMOTIONAL FACTORS

Work Climate - Loyalty & Trust - Identification The emotional bond is the most enduring, but probably also the most "high-maintenance". It is built up through qualities such as openness, fairness and a consonance of values. Emotional factors play a particularly important role in professions with direct customer contact, because here employees represent the company personally as brand ambassadors. If there is an inner bond and a high level of identification, this strengthens the company as a whole. Employees with a strong emotional bond are the most loyal, most faithful and will go through fire together with their team. On the other hand, strongly emotionally oriented people often find it difficult to maintain a professional distance. Due to their high willingness to "sacrifice" themselves, they are more susceptible to work-related health problems and burnouts. > continue to 02 I CALCULATIVE FACTORS > INSPIRATIONS

Q: 02 I CALCULATIVE FACTORS

Job Security - Remuneration - Working Conditions This is about measurable advantages over other companies. The calculative factor is the easiest for the employer to control: Flexible working hours, a pleasant ambience, benefits for special achievements, ... and employees are top motivated. However, material and monetary incentives are generally less sustainable than emotional and immaterial factors. However, a calculative focus is not only type-related: Especially in a phase of life in which one has to provide for a family, location, economic security, suitable working hours, etc. play an essential role. If job and family can be optimally combined, this pays off positively on the commitment account. Even for people with time-intensive hobbies or other commitments, factual advantages outweigh personal fulfillment in the job. > continue to 03 I GROWTH-SORING FACTORS > INSPIRATIONS

Q: 03 I GROWTH-ORIENTED FACTORS

Work Content - Participation - Development In the "war for talent," growth- and qualification-oriented retention is becoming increasingly important. The classic career with the goal of remaining within a company for as long as possible with continuous rank hierarchical advancement is giving way to diverse diagonal development opportunities. Generation Y" in particular has little use for this life model and clearly places its own needs for personal growth and self-realization above the traditional management career. Specific measures such as training and talent development can be used to strengthen the loyalty of existing employees and attract new growth-oriented employees. > continue to 01 I EMOTIONAL FACTORS > INSPIRATIONS