Valuing and supporting our employees
For the sixth consecutive time, the Max Delbrück Center has won high honors for being work and family friendly. The “audit berufundfamilie” certificate is considered a hallmark of strategic, family-and life-phase-conscious HR policy. Awarded every three years, the certification was granted this year to 39 companies and institutions. The Max Delbrück Center has held it since 2009, making it a pioneer in creating family-friendly, motivating work conditions for all staff – regardless of age or gender.
“We’ve already achieved a lot in recent years,” says Petra Nibbe, Head of the People & Culture department. Together with Gabriele Kollinger and her successor Daniela Dixon, she is responsible for promoting work-life balance and values-based leadership at the Max Delbrück Center. “For example, our employees can generally schedule their work hours flexibly between 6:30 a.m. and 7 p.m., and most also have the option to work remotely two days per week,” Nibbe explains. She considers both to be major accomplishments.
The center now also provides on-site childcare at many conferences and holds informational sessions for staff members caring for elderly family members at home. “But of course, we don’t want to rest on our achievements – we want to keep improving,” Nibbe adds.
Feedback for leaders
Our people are our greatest asset – the core and heart of the Max Delbrück Center.
To renew its certification, which is granted by an independent board from berufundfamilie Service GmbH, the center participated in a simplified dialogue – available only after the third audit. As part of the process, three new goals were set: further development of the “Leadership as a Success Factor” initiative, alignment of a new HR strategy with the center’ s Strategy 2030, and strengthening of the idea management system and innovation team. Staff from berufundfamilie Service GmbH will review implementation progress annually.
“Our people are our greatest asset – the core and heart of the Max Delbrück Center,” says Nibbe. “That’s why it’s essential to lead them responsibly while also considering their needs outside of work.” For example, the center introduced a leadership feedback process last year in which managers and their teams jointly agree on clear goals. Initially tested at the executive level, this process will be rolled out across all scientific and administrative departments over the next three years.
Ideas from staff welcome
“We also want our new HR strategy to reflect the changing work and life circumstances of our community,” says Nibbe. A working group will be launched in the coming weeks and months to explore the issue from all angles. “Right now, for instance, we have a few guest apartments on campus that staff can rent – say, while they’re searching for permanent housing,” she notes.
Employees can also contribute to the center’s improvement through its idea management system, currently available through the messaging platform Mattermost. “We review every idea submitted,” says Nibbe, whose team has already implemented one: “From now on, we’ll honor one sustainability champion per month,” she explains. The current honoree suggested modifying a coffee machine to accept reusable mugs – saving around 12,000 disposable cups per year. “We want to continue expanding these opportunities for staff to help shape the future of our research center.”
Text: Anke Brodmerkel
