"Appreciation is key"

What makes employers attractive? What factors ensure employee retention? Alina Kamperschroer has scientifically investigated these questions.

This article is part of the special topic women in crafts

Alina Kamperschroer (28) is a career changer: After school, she initially trained as a nurse, spent a short time abroad, and then changed course. Joining her father Michael Kamperschroer's carpentry business was "always in the back of her mind." In 2019, she started in the office and, after the first year, began a part-time Bachelor of Arts degree in Business Administration. Today, she is an authorized signatory and commercial director of Kamperschroer Carpentry and Shopfitting in Borken. The plan is to eventually take over the business. There's no specific date yet, but the desire is shared by both generations – sometime in the next ten years. For her bachelor's thesis, she focused on employee retention in small and medium-sized enterprises. A total of around ten construction companies, all from the skilled trades, participated in her online survey for the analysis. Approximately 350 employees responded.

DHB: Why did you choose to focus on employer attractiveness and employee retention in your bachelor's thesis?
Kamperschroer: I was able to choose my topic freely, and I already deal with personnel issues a lot at work. Employee retention in small and medium-sized enterprises is a very relevant topic because the majority of craft businesses fall into this category. I also found it fascinating how differently different generations think and behave within a company.

DHB: What is the most important finding?
Kamperschroer: Employee retention isn't a one-off project, but an ongoing process. As a leader, you have to remain open, listen, and continually adapt. A particularly important realization for me was that emotional factors often bind employees more strongly than money or purely rational aspects.

DHB: You write that employer attractiveness and employee retention are closely linked. How can you tell in day-to-day operations whether a company is attractive?
Kamperschroer: It's difficult to measure, but you can feel it in everyday life. A good sign, for example, is when employees recommend the company or proudly talk about where they work. Attractiveness and retention are closely linked: those who feel comfortable are more likely to stay.

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DHB: You place particular emphasis on the emotional bond. What do you mean by that – and why is it so crucial across generations?
Kamperschroer: Emotional connection is the feeling that employees develop towards the company and the people within it. It's not directly visible, but it's perceptible: Do I enjoy going to work? Do I feel respected? Is there a harmonious working environment? These factors are crucial across generations.

DHB: Appreciation is a term that comes up frequently. What does genuine appreciation mean to employees – and what seems more like a platitude?
Kamperschroer: Appreciation is very individual. For some, a sincere thank you or a pat on the back is enough. Others want more conversation, recognition, or even a small gesture. What's crucial is that the work isn't taken for granted.

DHB: What role does team cohesion play, especially in the construction industry, where there is often time pressure?
Kamperschroer: This is especially important on construction sites, where time is often of the essence. In such situations, it's crucial to remain calm, treat each other with respect, and collaborate effectively. A good team also helps to better manage stressful periods, even if a silly remark is made.

DHB: You cite flexible working hours as an effective retention factor. What is realistically achievable?
Kamperschroer: Of course, there are limits in the trades, because working from home or remotely is hardly possible. But you can create a balance: for example, flexible solutions for hobbies, doctor's appointments, or family obligations. It's about creating flexibility.

DHB: Where do the generations differ significantly?
Kamperschroer: Younger employees often separate their professional and private lives more clearly. Older generations are generally more accustomed to clear structures and hierarchies. Younger employees ask more questions and desire more participation. Nevertheless, many things ultimately come together again.

DHB: And what is remarkably similar in importance across all generations?
Kamperschroer: Quite simply: appreciation, being seen, praise, and respectful treatment. Criticism is accepted as long as it is fair and appropriately formulated.

DHB: You also mention transparent development opportunities. What could that look like in concrete terms?
Kamperschroer: In the skilled trades, this can be achieved through clear criteria, such as deciding who receives support from the company during their master craftsman preparation, and what specific areas are promoted. Apprentices can also be given prospects, for example, by helping them obtain their driver's license or through open discussions about their future career path.

DHB: You plan to take over your father's business later. What lessons from your work are you taking with you for your own leadership role?
Kamperschroer: I want to continue my father's tradition, because the company's success is no accident. At the same time, I want to introduce modern approaches. Fair and transparent management and a good relationship with the employees are important to me. The feedback regarding the planned takeover has been very positive so far.

DHB: What advice would you give to companies that say: "We lack the time and money for major projects" – but still want to retain their employees?
Kamperschroer: Listen and engage in conversation. Regular communication is often more important than large financial measures. Involving employees in decisions, small gestures like a gift or a day off – all of this strengthens the emotional bond. It primarily costs time and attention, but not necessarily a lot of money.

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