People can tell very quickly whether communication has substance or just sounds good.
Ms Dransfeld-Haase, communication is the focus of this issue of internord. What role does communication play for you as Chief Human Resources Officer?
For me, communication is a central part of leadership. Especially in times of great change, people need guidance: Why are we doing something? What does that mean in practical terms? Where are we heading? Good communication does not automatically secure agreement, but it sets the direction and fosters understanding. And that, in my view, is crucial.
It is important to me that communication is not just about messages. Communication means listening, taking things on board and explaining. In HR in particular, we see very clearly which issues matter to employees – from leadership and the efficiency of processes to dealing with change. We must take this feedback seriously and incorporate it into our decisions. That is why, following the employee survey, we launched the ‘3+1’ initiative: ‘Processes & Quality’, ‘Leadership Culture’ and ‘Managing Change’ are the three group-wide areas for action. In addition, each organisational unit selected a fourth area for action that addresses local and individual challenges. We will measure our progress with a progress check this coming November.
Trust is the foundation that enables people to take responsibility, get involved and actively help shape change, even in challenging times.
How do you personally prefer to communicate with staff?
I prefer to do so face-to-face. I like face-to-face exchanges because you pick up on so much more that way: nuances, concerns, good ideas, and sometimes even scepticism. That’s valuable.
At the same time, it’s clear that in an international group like TÜV NORD, not all conversations can take place in person. That’s why we need a variety of formats: town hall meetings, internal media, digital channels, social media, or even Q&A sessions over a coffee together. For me, the key thing is that communication doesn’t become arbitrary. It must be understandable, honest and relatable. People realise very quickly whether communication has substance or just sounds good.
Why is communication so important, particularly for HR?
HR shapes many areas that directly affect people’s day-to-day working lives: leadership, development, collaboration, corporate culture, working models and recruitment. If we do not explain these topics clearly, they will not be as effective as they could be. And what is particularly important to me is this: we will only succeed in our tasks if we carry them out together with our colleagues.
That is why good HR work must be understood and experienced in day-to-day life. This applies, for example, to our values, which we have now distilled into short, concise statements as part of the TRUST+ project, so that everyone at TÜV NORD understands what guides our actions and decisions. This has a significant influence on and shapes our corporate culture. Communication is therefore not an add-on to HR work – it is a central component.
You’re very visible on LinkedIn yourself. How important is social media to you?
For me, social media is above all a way of raising awareness of issues and engaging in dialogue, particularly with colleagues from around the world. LinkedIn is a place where professional expertise, personal values and networking come together. For a company like TÜV NORD, this is important because our expertise lies in our people: in their experience, their knowledge and their sense of responsibility.
When colleagues offer insights, showcase projects or share professional perspectives, it highlights what makes TÜV NORD special. This is more credible than mere corporate communications. At the same time, it’s important to me that personal profiles belong to the individuals, not the company. Nobody is obliged to participate. Using social media is voluntary and must suit the individual.
What role does communication play in employer branding and recruitment?
A very significant one. These days, candidates don’t just look for information on careers pages or in job adverts. They look at: What does a company stand for? How do people talk about their work? What issues are highlighted? What stance does the management take?
Younger target groups, in particular, expect authenticity. They want to know not only what roles are available, but also what it’s like to work there, how staff develop and what the company culture is like. That is why communication is a key part of employer appeal.
This presents a great opportunity for TÜV NORD. We have an incredible number of exciting projects, highly relevant topics and people with impressive expertise. If we raise the profile of this even further, we will not only boost our recruitment efforts but also strengthen a sense of pride and belonging within the organisation. And there are plenty of good reasons to be proud of what we achieve together.
What would you like to see in terms of communication at TÜV NORD?
I would like us to view communication even more strongly as a shared responsibility. Not everyone needs to be in the public eye. But good communication takes place every day: in team meetings, in feedback sessions, in the way we explain decisions and listen to one another.
When we communicate openly, clearly and respectfully, we build trust. Trust is the foundation that enables people to take responsibility, get involved and actively shape change, even in challenging times. In my first year, I experienced precisely this openness in my interactions with people at TÜV NORD worldwide: for example, in my monthly Connectify meetings or at various town hall sessions. And that made a deep impression on me. Because this is exactly how our diversity is expressed and how its strength is realised. If we all contribute our perspectives towards our shared goal, we will continue to be successful in the future.
