Best practice selection on upskilling and reskilling from Germany: Müritzhof Knust

In today’s rapidly evolving tourism industry, developing a strategic approach on skills development within organisations is crucial for a futureproof sector and workforce to remain competitive and responsive to changing market demands. In this series of best practices we highlight key areas of skills development necessary for the digital and sustainable transformation and inclusive tourism growth. We discuss best practices that have been carefully selected in the PANTOUR project countries to get inspired. In this blog, we zoom in to Germany for the best practice Müritzhof Knust.

 

Background information

Müritzhof Knust is a family owned business owned by the family Knust. It is a combination of a mostly organic farm with a focus on all pillars of sustainability and of a guest accommodation offering. As a company which employs disabled people, Müritzhof Knust plays an important role and is supporting tolerance and shows a special social responsibility. The Interview was held with Anne Carolin Knust. Müritzhof Knust as an employee collaborates with partner organisations,particularly in the area of inclusion, with a strong focus on training and upskilling. Specifically, they work with the Bildungswerk, the Bundesagentur für Arbeit (Federal Employment Agency), and the Integrationsamt (Integration Office). These partner organisations are involved to support the employment and integration of individuals with disabilities into the workforce. The Bildungswerk focuses on providing education and training to individuals without high school diplomas or those with disabilities to help them enter the job market. The Bundesagentur für Arbeit is responsible for helping individuals transition from school to work, and the Integrationsamt plays a role in promoting the inclusion of people with disabilities in the workplace. Müritzhof Knust excels as a best practice model in fostering inclusivity and diversity by actively engaging with employees who have disabilities.

The reason for involving these partner organisations is to provide guidance, training, and support for people with disabilities as they enter the workforce and to ensure that their integration is successful. These organisations help address challenges and provide resources to make the process smoother, thereby contributing to the organisation’s goal of employing individuals with disabilities and promoting inclusion.

Analysis and overview

Müritzhof Knust excels as a best practice model in fostering inclusivity and diversity by actively engaging with employees who have disabilities. This commitment not only addresses the shortage of workers but also showcases their dedication to creating a workplace where everyone can contribute their unique skills and talents. So by employing disabled people, Family Knust assumes a special social responsibility. In addition, ecological sustainability also plays a major role, as the farm raises organic cattle, keeps free-range chickens and sells regional products directly from the farm. By providing on-farm vacation rentals, tourists have the opportunity to enjoy nature and learn about the farm and its values of sustainability and inclusivity. The organisation stands out as a pioneer in working with employees with disabilities, fostering inclusivity and diversity. This commitment is driven by the founder’s experience with a customer, which led to hiring individuals with disabilities who gradually became integral to the team.

The organisation values motivated employees and focuses on flexibility, adaptability, and a mix of enjoyable tasks. While technology advances, they believe some roles require a human touch. The company collaborates with external agencies like the Integrationsamt and the Bundesagentur für Arbeit for support. The organisation’s approach also reflects regional commitment and the promotion of local products.

Key principles

Müritzhof Knust discusses how the organisation employs individuals with disabilities and their approach to skills development in tourism. They mention hiring employees with disabilities, both mental and physical, who have different levels of education. The organisation provides training and adapts tasks to suit the capabilities of these employees. They believe that inclusivity and diversity are essential and mention the challenges and rewards of working with people with disabilities. They emphasise the importance of open-mindedness, acceptance, and trying out new approaches. The organisation’s strategy involves offering tasks that can’t be easily automated and focusing on local products and sustainable practices. They also anticipate that skills related to the environment and technology, such as reducing CO2 emissions and digitalization, will become increasingly relevant in the future. Overall, the organisation’s best practices align with their general view on skills development in tourism by valuing inclusivity, providing training, and adapting to the unique abilities of their employees.

Anne Carolin Knust anticipates that in the near future (2030), skills related to environmental sustainability, such as reducing CO2 emissions and addressing environmental concerns, will become increasingly necessary. They also suggest that adapting to technological advancements and digitalization will be relevant, although they also mention that some tasks may not be easily automated and will still require human intervention. Therefore, a mix of skills related to sustainability, technology, and adaptability will likely be important for the organisation and the industry as a whole in the coming years.

Examples and case studies

The company’s commitment is based on the founder’s experience with a client, which led to the hiring of people with disabilities who gradually became an integral part of the team. The organisation values motivated employees and values flexibility, adaptability and a mix of fun tasks. Although technology is advancing, they believe some roles require a human touch. To provide support, the company cooperates with external bodies such as the Integration Office and the Federal Employment Agency. This collaboration can serve as an example for other companies to give people with disabilities a chance in professional life and at the same time get the chance to recruit new, often urgently needed employees. Within the company, the focus should be on individual potential and strengths, regardless of disability or non-disability. This does “…not only result in clear progress for employees with disabilities, but also reflects a positive attitude of a company or administration: The consistent implementation of the diversity approach leads to better individual development opportunities for all employees, increased productivity, a clear increase in positive working atmosphere characterised by appreciation and thus a variety of business advantages.” (Böhm et al. 2013).

The organisation’s approach also reflects regional commitment and the promotion of local products. Through regional recognition and identification with the company and its products, employees also show great loyalty and motivation. This is received very positively by customers and the work can help to reduce prejudices against people with disabilities and makes a decisive contribution to inclusion both in everyday life and in the world of work.

Potential pitfalls and challenges

The challenges related to working with individuals with disabilities in the Best Practice organisation as well as learnings include:
• Overcoming prejudices: One of the challenges mentioned is the need to overcome prejudice and bias. The organisation points out that it is important to accept people without prejudice and to give them a chance to prove their abilities.
• Dealing with differences: Dealing with people with disabilities who may have different needs or require special accommodations can be challenging. This can include finding new ways of doing things to effectively integrate them into the workforce.
• Dealing with setbacks: The organisation recognises that there may be setbacks or difficulties for people with disabilities, possibly due to personal challenges or external circumstances. Improved legal bases for people with disabilities, such as the Federal Participation Act, have also improved the situation from a legal perspective. “Nevertheless, there is still a lot to do here too. Overcoming these setbacks and providing appropriate support can sometimes be a challenge,” says the organisation.
• Flexibility and adaptability: It can be a challenge to create a working environment that is flexible and adaptable to the different needs of employees with disabilities. This includes adapting to different working styles and time requirements, e.g. through individualised schedules.
• Workload balance: Another challenge is to find the right balance between work tasks that can be performed effectively by people with disabilities and tasks that may require additional support or adaptation. Here it is particularly important to promote mutual acceptance between employees, whether with or without a disability and regardless of the type of disability.
• Training and further education: Training people with disabilities can be another challenge. In order for them to acquire the skills required for their tasks, especially if the tasks require a certain level of complexity or technical knowledge, a special type of training and further education is necessary. This is possible through cooperation with training centres, but the organisation still requires some resources, particularly in terms of time.

Benefits and outcomes

From the provided conversation, several benefits have resulted from the Best Practice initiative of employing individuals with disabilities in the organisation:
• Diverse Workforce: The organisation benefits from a diverse workforce by employing individuals with different abilities and backgrounds, contributing to a more inclusive and varied work environment.
• Motivated Employees: The initiative has led to motivated employees who are eager to work and contribute to the company. The opportunity to engage in meaningful work has boosted their job satisfaction.
• Skill Development: The program has facilitated skill development among individuals with disabilities. Through training, workshops, and hands-on experience, employees have gained new skills that enhance their abilities and job prospects.
• Community Engagement: The initiative fosters community engagement and local employment. By hiring individuals from the local region and focusing on regional products and services, the organisation strengthens ties within the community.
• Reduced Stigma: The initiative helps combat stereotypes and reduces stigma associated with disabilities by showcasing the capabilities and contributions of employees with disabilities.
• Innovation: The organisation has seen innovative ideas from its employees with disabilities, which contributes to the company’s growth and adaptability.
• Social Impact: The initiative has a positive social impact by promoting the inclusion of individuals with disabilities in the workforce and challenging societal norms.
• Collaboration with Partner Organisations: Partner organisations such as the Bildungswerk, Bundesagentur für Arbeit, and Integrationsamt provide additional support, resources, and expertise to facilitate the integration of individuals with disabilities into the workforce.
• Skill Transfer and Exchange: The initiative encourages the exchange of skills and knowledge between employees, both with and without disabilities, leading to a more collaborative and productive work environment.
• Employee Empowerment: Employees with disabilities are empowered to take on responsibilities, contribute to the organisation’s success, and take pride in their accomplishments.
Overall, the Best Practice of employing individuals with disabilities has not only positively impacted the organisation’s workforce but also contributed to societal change and the promotion of equal opportunities for all individuals, regardless of their abilities.

Measuring succes

Thanks to the collaboration with partner organisations such as schools, educational institutions and the Federal Employment Agency, monitoring takes place to a certain extent, as trainings provided by the above named different providers lead to measurable training success shown by passed exams and placement on the employment market can be measured.

Responsibilities and Accountability

Partner organisations are involved to support the employment and integration of individuals with disabilities into the workforce. There are particular difficulties. when determining individual needs, as there is no central institution in Germany for determining participation needs and granting benefits. “We are dealing with different institutions and professions, each with different perspectives on needs.” (Schäfers & Wansing, 2016). The focus of the educational organisation involved in the example is on the education and training of people whose highest school qualification is at most a secondary school diploma, or of people with disabilities, in order to make it easier for them to enter the job market. The Federal Employment Agency is responsible for supporting the transition from school to work and the Integration Office is committed to promoting the inclusion of people with disabilities in the workplace.

References and external resources

Website: https://www.mueritzhof-knust.de/