In conversation with Anna Kazubke
The head of HR at special-purpose machinery manufacturer Jonas & Redmann supports staff in their professional development
Operating all over the world, special-purpose machinery manufacturer Jonas & Redmann requires a broad spectrum of specialists and managers. These include, in particular, engineers in mechanical engineering, electrical engineering and automation, as well as software developers, robotics programmers, designers, and technical staff with mechanical and electrical expertise in assembly, commissioning, and service. In addition, there are roles in project management, procurement, sales and administration. We spoke with head of HR Anne Kazubke about her strategies for attracting and retaining talent.
Adlershof Journal: What channels do you use to recruit skilled workers?
Anne Kazubke: We deliberately take a holistic approach, combining digital channels such as LinkedIn, Stepstone and our careers page with personal recommendations and direct exchange at trade fairs or through university partnerships. The shortage of skilled workers presents real challenges. For highly specialised roles in particular, applications with the right qualifications and experience are rare. Filling apprenticeship positions is also becoming increasingly difficult. Going forward, we want to engage more directly with schools in the region. We need to approach potential candidates more proactively—while also making a compelling case as an employer, both at a professional and a human level.
What role do apprenticeships and advanced training play in your HR strategy?
They play a very significant role. We see apprenticeships not only as a way of securing future talent but also as investing in the future. We have brought 100 apprentices to graduation. Our very first apprentice is still a valued member of the company today and, through performance and commitment, has progressed into a senior leadership role. More broadly, we’re pleased that a number of today’s professional and managerial staff started out with us as apprentices or junior staff. Supporting employee development—whether technical, personal or managerial—is a priority for us. We promote it actively and individually, because we’re convinced that people who can grow are also more likely to stay.
What does the onboarding process look like at your company?
First impressions matter—on both sides. That’s why onboarding is so important to us. Even before the first day, we make sure new employees have clear orientation. In the first weeks, they are supported through a structured induction plan, supplemented by training and personal points of contact. During the first few months, superiors and HR review together what is going well and where additional support may be needed.
Who is a good fit for your team?
For us, personality is always central in recruitment: We’re looking for people who are passionate about technology, who want to shape things, and who are keen to work with us on innovative processes. Nationality, gender or related characteristics do not play a role at all. Our team includes people from nearly 30 different countries. These diverse perspectives and experiences are a tangible asset. They make us more creative, more innovative and, ultimately, more successful. In our international business, we are also able to operate in a wide range of languages at native-speaker level.
In your view, what are the key factors in retaining employees in the long term?
In the end, it’s often the simple things: interesting work, opportunities for development, mutual respect—and the feeling of genuinely being part of a team. It is equally important that people are able to contribute. People’s views count here, and good ideas are heard. That sense of participation is a decisive factor for many when it comes to long-term commitment.
Company culture plays a central role for us as a family-run business. We think long term and place a strong emphasis on trust. That includes open doors—right up to senior management—and deliberately avoiding rigid hierarchies. At the same time, our long-term outlook is reflected in the next generation already stepping in. Alina Jonas, daughter of managing director Stefan Jonas, has now joined the company.
Peggy Mory for Adlershof Journal