The client in question had undergone comprehensive restructuring: from a large corporation to a medium-sized energy company. As a result, several change processes had taken place within the company which had had a major impact on the project procedure. In view of these far-reaching transformations, the employee focus within the HR department had gradually shifted into the background. Our task: to transform the existing HR model according to Dave Ulrich in such a way that employees were once again at the centre of the HR function in order to ensure project success.
How did we at BLUBERRIES proceed? What steps had to be taken? First, we designed a new HR organisation together with the client. At the same time, the role model was completely redefined. The next step was to communicate the new model at the management level. Our experts planned and guided the corresponding workshops and secured the ensuing results. We then had to transpose all processes of the HR function to the new model. Here, in agreement with the client, we took the lead – both during the method development phase and process documentation. We simultaneously implemented effective change management with regard to the employees concerned – through open communication and continuous involvement of employees in the transformation and decision-making processes. After all, securing the acceptance and involvement of all parties concerned is the key to successfully dealing with transformations.
The result: the effective adjustment of the existing HR model to the new circumstances of the company. Employee needs are now once again a top priority within HR, and secondary considerations have been cleared out of the way. What’s more, yesterday’s affected parties are now actively involved in shaping changes. This is what successful change management is all about!Competencies