Daniela Gutzeit

Photo: Thomas Ernst

Where do you work?

I work in the personnel development of a media company where I oversee executive development. I'm also responsible for the station’s trainee programs, duals study programs, and volunteer work.
 

What did you study?

After completing a commercial apprenticeship, I studied business administration with a focus on personnel management and controlling. 

How did you get into your job?

The trigger was my commercial apprenticeship, during which I had my first contact with the areas of corporate management and human resources. In addition, I have been interested in the interaction between managers and their employees for a long time. That led me to study business administration alongside my full-time job at the time. 

What were the last three things you did at work?

 I am currently writing an information brochure for new managers and I am also evaluating the recently completed training courses between our experienced managers and the trainers.

In addition, I organize fireside chats for the participants in our development program for potential managers with the top management of our company.

Lastly, the graduation certificate for a trainee is also on my to-do list.

How many staff do you look after?

There are around 150 managers working in our company. I also take care of seminars for specific target groups. Here, it can easily be up to 120 participants, who have to be divided into different seminar groups according to certain criteria.

There are currently four trainees, two dual students and one volunteer who can contact me with any organizational questions.

Which topics are important in personnel development?

Currently, the focus is on the handling of processes of change. We are in a very fast-moving time in which it is becoming increasingly important to adapt to changing conditions at a fast pace. This also includes the subject of "self-management". It is becoming more and more important that employees look to themselves regardless of external influences. 

What criteria do you use to select staff?

First and foremost, the departments specify the selection criteria. In addition to the purely technical requirements, methodological and social-communicative skills are becoming increasingly important.
 

How do you make personnel decisions?

I am won over by people who are passionate about the task and can also present this in a credible way.
 

What do you think of the term ‘human resources’?

I personally don’t like this term because it doesn’t focus on the people.

What are the fruits of your labour?

When our dual student is also employed as a tutor at university in his third semester - that is proof for us that we are training him well and that we have made the right decision with him.

Managers who tell me after a training session that they have achieved the desired goal with the exercise from a seminar are also a success.

What challenges you about your job?

Every day is different. There are days when they are full of organizational tasks. On other days, I have numerous counseling sessions that can sometimes get emotional. I also need my head clear to put things on paper. This is not always easy in day-to-day business.

For most of the personnel development measures, I commission external consultants, trainers and coaches. The market is inexhaustible. The job titles are often rather vague. It is always a challenge to find the right expert for the individual questions. I have developed a guide for this, with which I have gotten through the consultant jungle very well so far.