You can also learn to win
The downward slide starts when you rest on your laurels. It’s harsh but true. Someone who stays hungry, is more agile. We work in an agile way because we want to respond quickly to signals and changes. This lets us adapt quickly to new situations and continuously learn to do so as an organisation – for us, our clients, and partners.
Our agile work ethic and our thirst for knowledge pay off – and are ultimately reflected in MEC’s results. Together, we act dynamically, continue to develop, and design market-focused solutions.
We have always embodied an open corporate culture in which learning is a high priority. Our motivation is to understand the constantly changing market and recognise trends at an early stage. This is the only way of taking current developments into account in our everyday work. It is crucial that we learn from our mistakes. Mistakes happen, so let’s learn from them. To be better the next time. Ganz wichtig: Wir lernen aus Fehlern. Sie passieren, also nehmen wir ihre Botschaft auf. Für das bessere nächste Mal.
Continuous improvement is one of our main objectives. But we need to continuously reflect and be thirsty for knowledge. This is where our speed is called for. Hier ist unsere Schnelligkeit gefragt.
How do we do it? It’s right here.
Page 11 of our Image brochure provides detailed information about our approach to working.
Our speed training has paid off:
Talente fördern und unterstützen wir. Denn wir als Mannschaft sind der Erfolgsfaktor für die MEC. Je nach Leistung und Interesse kann dies manchmal auch einen fachlichen Wechsel bedeuten. Schon einige unserer Kolleginnen und Kollegen sind erfolgreich in einen anderen Tätigkeitsbereich gewechselt – und dort weiter durchgestartet. Denn bei uns kann jeder das machen, worin er gut ist und an dem er Spaß hat. Deswegen unterstützen wir unsere Kollegen bei ihrer Weiterentwicklung. Mit dem Start ins Jahr 2022 wechselten gleich mehrere Kollegen die Position, wie diese Meldung zeigt.
Gezielt besetzten wir Führungsstellen auch aus den eigenen Reihen. 2021 konnten wir etwa drei neu geschaffene Leitungspositionen mit Kollegen besetzten, die schon ordentlich MEC-Power haben. Wer das war, steht hier.
Ausbildung bei der MEC
Seit 2022 bieten wir die neue kaufmännische Ausbildung des Immobilienkaufmanns (m/w/d) an. Unser neues „kaufmännisches Trainingslager“ ist eine echte Bereicherung für die MEC. Denn indem sie alle für das Berufsbild relevanten Bereiche durchlaufen, bilden wir die Experten von morgen aus.
Als Partnerunternehmen der Dualen Hochschule Baden-Württemberg bietet die MEC zudem bereits seit Jahren jungen Talenten die Chance, mit einem dualen Studium der Immobilienwirtschaft in die Branche einzusteigen.
Ob kaufmännische Ausbildung oder duales Studium: Unser Ziel dabei ist, die jungen Talente aufzubauen und bestenfalls nachhaltig in unser Unternehmen zu integrieren.
Hier gibt es mehr Einblicke:
Growth in numbers
Coronavirus crisis management
We regularly use coronavirus updates to inform our team about the current pandemic situation and what this means for our work at MEC.
Since then, we have been successfully using digital meetings, including our Onboarding Camp, at which we present our different corporate divisions to all new employees. We also hold an MEC Team Meeting on higher-level corporate issues and the MEC Focus on more specific issues. These video formats keep us all up-to-date with what is going on – especially during these challenging times.
Fast and successful migration to working from home.
The crisis management team meets with most department managers every week (digitally) and reacts immediately to any new developments.
MEC has been in crisis mode since March 2020 involving numerous adjustments – all geared to ensuring the safety of colleagues. Among other things, we developed a coronavirus hygiene concept, which is continuously being adapted.
Our management of the coronavirus crisis is a prime example of our speed and agility.
New organisational structures
In 2021, we also set up our own in-house HR team.
In 2020, we first created the Property Management organisation.
- Since the start of 2018, the Digital Team has consisted of ten colleagues from different departments who share information on current digital topics and on input from their departments every four to six weeks. Anyone who wants to get involved can attend the Teams meetings at any time.
- In 2019, 22 digitalisation ideas were submitted, two thirds of which were successfully implemented.
- In 2021, our new Realax ERP system was introduced for process control, and q.beyond, our new IT service provider, has been on board since then.
New Work
The new agile world of work has been visualised through the visual design of our brand.
- On our corporate website
- In our Image brochure
- At our headquarters. Activity-based working turns agile working into a daily habit.
We never look back because someone could overtake us.
That’s how we keep fit
Self-reflection
We practise self-reflection as it’s the only way we can progress! Where do I want to go? What interests me? Where do I still have needs? These are a few of the questions that we regularly ask ourselves. Each MEC employee works this out in structured annual appraisals with their direct line manager so that they can directly derive development measures from this for themselves.
Criticism
We help each other with constructive criticism – in our daily work, in projects, as well as with colleagues and managers alike. This can also involve minor issues. Everyone has the opportunity, and is also encouraged to be heard and actively get involved! Feedback like this is the only way that MEC can continue to improve.
Training
If need be, we can use further training in consultation with our respective line manager..
Knowledge base
We actively integrate Q.wiki into our work as an internal knowledge database. Centrally concentrated on a single platform, all MEC’s key processes, forms and organisational charts can be found there. Individual pages list more team-specific information for greater transparency. Each and every one can contribute to Q-wiki, as it is the teams themselves that keep the information up-to-date.
Activity Based Working
Activity-based working can be used at our headquarters at any time after the coronavirus crisis.
Submitting ideas
Each and every one of us can submit ideas for corporate communications to the appropriate team. After all, employees from the individual departments know best of all what is going on there and what is important for our team.
