Distance learning in organizational development: People at the heart of corporate transformation

Sometimes change begins with a single question: How can people in organizations work together in a way that benefits everyone—both employees and the company itself? This is precisely where the part-time master's program in Organizational Development (M.A.) at RPTU Kaiserslautern comes in. It is aimed at professionals who are curious about change and want to actively shape the development of companies. The term organizational development encompasses the future, movement, and transformation.

For Nina Macher, a graduate of the Organizational Development program, her enthusiasm for her field of study began about five years ago with an eye-opening experience at a cross-industry campus involving several organizations, including her employer at the time. “I hadn't realized before how well strangers can work together and develop completely new ideas when such a process is properly prepared, planned, communicated, and supported,” she says. Today, she is the managing director of the Worms Service Center of the Chamber of Industry and Commerce for Rheinhessen. 

Staff turnover costs money

“The Cross Industry Campus Worms sparked my enthusiasm for organizational development back then. More specifically, it was a workshop by an organizational developer on the topic of skilled labor shortages, including concept development,” she explains. “What really excited me was that there are scientific methods for developing a company into an economically strong, functioning structure without the usual human wreckage. For the first time, I felt that this was truly sustainable because it takes into account that people with their individual needs are what drive organizations.” Even though the motivations for satisfied employees in organizational development are often focused on the perspective of corporate management and economic efficiency, this does not contradict taking this path through measures that are oriented toward employee satisfaction. “I am convinced that the economic efficiency of a company depends on its employees being willing and motivated to follow this path,” says Macher.

High turnover due to dissatisfaction, for example, is an expensive affair for a company. New people constantly have to be trained and integrated into the processes, says Nina Macher.

Master's thesis on psychological safety

In her master's thesis, she takes a close look at one aspect of employee satisfaction: psychological safety in the onboarding process.

"When I started studying, I was still at Worms University of Applied Sciences in the field of research and transfer. In the middle of my studies, I received an offer from the Chamber of Industry and Commerce and decided to take on a new challenge despite my ongoing studies. Focusing on the onboarding process in my master's thesis had a lot to do with my own situation at the time,“ she smiles. ”Thinking my way into something I'm already involved in makes a lot of things more tangible for me." 

But how does psychological safety in onboarding play a role in organizational development? According to Macher, the figures suggest that this issue should be taken seriously. According to Haufe (HR Services, 2024), 36 percent of companies receive a resignation from new employees before their first day of work. 56 percent of companies complain about false expectations on the part of new hires, which leads to early turnover, and only 25 percent of companies have a centrally organized onboarding process. In addition, according to Softgarden (Candidate Experience, 2023), there is an increasing number of resignations by employees within the first 100 days of employment. In 2023, this figure stood at 23 percent of all new hires.

For Nina Macher, these alarming figures, which reveal a clear imbalance, were the trigger to take a closer look. What does it take for employees to feel so secure, accepted, and valued from day one that they have the courage to ask questions, learn from their mistakes, contribute ideas, and thus become productive more quickly? How can corporate culture promote this perceived psychological security?

“In times of skilled labor shortages, companies simply can no longer afford to ignore people and their needs,” says Macher. Her thesis identifies factors that promote and hinder psychological safety in the onboarding process and provides adjustments for an optimized arrival in the company. “For me, my master's thesis is a core topic of organizational development. In today's world, where employees' willingness to change is vital for companies, the human factor is more than ever a key economic factor. The course content at RPTU Kaiserslautern addresses precisely this issue – in a practical and application-oriented way,” says Macher.

“One factor that contributes to a successful onboarding process is clear communication of opportunities and expectations. On the other hand, a lack of personal contacts can be a hindrance, often giving the feeling of being left alone or ignored.” For Nina Macher, the distance learning program in Organizational Development at RPTU Kaiserslautern represents an exemplary combination of academic depth and directly applicable practice. The program enables her to play a direct role in shaping entrepreneurial transformation. Organizational Development at RPTU starts where change has an impact: with people. Through scientifically based transformation strategies, employees become the strongest lever for sustainable companies.