Contact

Jobs @Ergonomen

We are looking for committed, clever and empathetic people to join our team. We offer you the chance to make the world a little simpler and friendlier!

Why should you join the Ergonomen?

We asked our CEO, Lukas Bänninger, to share his perspective.

Why should you join the Ergonomen?

We asked our CEO, Lukas Bänninger, to share his perspective.

What do you tell applicants when they ask you, why they should join us?
Lukas: Hm, so I don't actually tell applicantswhy they should join us, but why they want to join us. And I usually just start by telling them why I have enjoyed working for the Ergonomen for 10 years. Extremely exciting and diverse projects and customers: Coffee machines, railway engines, software, just all kinds of products, process optimizations, marketing campaigns, from hip startups to government institutions to heavy industry... Where else do you get this variety? This also creates great challenges in the projects. We have to be very flexible. We often have to solve difficult problems for the customer, and I simply enjoy this project work. And, of course, the constructive cooperation and support from the team and the management.

Can you describe the firm's culture? What is the team's spirit like?

Lukas: Projects and variety are important, sure, but the most important thing is the team. It is very rare that someone works on a project alone. We also support each other wherever we can, independent of the projects. We help each other to master with difficult tasks, and for certain questions we tap into our network of external. Our team eats lunch together moth days, and we also have a good time together outside of the projects. We have fun, people laugh... One of our values is "We have fun at work". I think that really applies to all of us.

Many applicants will ask about professional development opportunities. What do you tell them?

Lukas: Of course, and that's a good question. All new employees complete ten learning modules, which make it much easier for them to start working with us. But once they're done with that, the learning really begins: many of our new employees are already experts in a particular field or want to develop in a very specific area. But despite this specialisation, we want all our employees to become capable consultants in all of our service areas. And that area is really broad: Graphic and interaction design skills, qualitative and quantitative methodological knowledge, project experience, dealing with clients, networking and public speaking, preparing and moderating workshops, behavioural economics, business models, concept work, prototyping, user testing and research, context analysis and business requirements engineering and much more. Basically, we operate at the intersection of design, psychology, technology and economics. But how can a designer learn how to evaluate large data sets? How can a psychologist train to develop pixel accurate prototypes? How can a behavioural economist be taught how to build a design system? We have internal specialists for all areas who manage and coach projects, so we don't need everyone to be perfect at everything. Especially new, inexperienced employees learn a lot in the first years with us. For example, we actually have a psychologist who became our prototyping specialist. Or a behavioural economist who scribbles wireframes and designs interaction concepts. More experienced consultants are given the chance to work on more complex projects and take on leadership functions. I think people rarely leave the team because they were bored or because they felt that they couldn't develop further.

Speaking of leadership: Can anyone become CEO, lead a team or take responsibility for a particular department?

Lukas: In principle, yes, because we have a leadership team with professional responsibilities on the one hand and management functions on the other. While our fluctuation rate is pretty low, we do have personnel changes.  That creates new opportunities. In recent years, for example, we have introduced the new "Behavioral Customer Experience" service, which also creates new jobs and responsibilities. We have been growing constantly for 10 years and we intend to continue growing at this rate.

According to D.H. Pink in "Drive", three elements drive workplace satisfaction: autonomy, mastery and purpose. Which elements do you offer?

Lukas: We really make sure that employees experience all of these three elements: Our work is very meaningful and usually connected with a direct and tangible goal. The project managers are largely autonomous in deciding how to achieve these goals and can pursue them when and where they want. We have flexible working hours. And our work is almost always demanding. That's how our employees learn and perfect their skills.

Final question then, what are the salaries like?

Lukas: Our wages are fair and in line with the market. We also adhere strongly to D.H. Pink and negotiate wages with employees in such a way that one wage discussion per year is sufficient. We want the employee to be satisfied with his or her salary and concentrate on mastery, autonomy and purpose.

Contact