People want to change everything and, at the same time, want it all to remain the same.
An in-house HR & Organisation Transformer supports those responsible for HR and organisation or corporate management in successfully managing dedicated (planned) transformation or evolution processes.
HR & Organisation Transformers relieve the responsible managers and provide additional know-how and real available capacity with their relevant and long-standing expertise.
It is ensured that individual transformation or evolution phases in responsibility HR/People/Organisation can be managed in parallel to routine tasks and other projects without jeopardising the success of implementation due to a lack of capacity or know-how.
It is made sure that strategically particularly valuable measures for HR or organisational development receive adequate visibility, attention, and performance in the company.
Development processes and change measures for personnel or organisational development often affect large parts or the entire company and can therefore quickly unfold complex and significant effects. Such processes should not necessarily be left to the inner forces of the workforce or the organisation, but better planned and implemented in a targeted manner. If the processes in question are first-time, rare or disruptive, their planning and monitoring (before-during-after) is of great importance, since considerable side-effects and interactions among and between the people in the company are to be expected. It is not uncommon for processes to have team- or person-related effects. Forms of work and collaboration are just as often affected as systems containing master data or personnel data and behavioural patterns. In larger companies, such measures therefore regularly lead to the participation of other stakeholders, such as works councils, employees’ representatives.
An HR & Organisation Transformer takes over the training and active support of the company management in the successful management of dedicated (planned) measures for personnel or organisational development. HR & Organisation Transformers relieve the burden on those responsible for human resources and organisation or the company management and, with their relevant and long-standing expertise, provide additional know-how and real available capacity.
The core task of the role is to ensure that individual transformation or evolution phases in the area of responsibility HR/People/Organisation can be managed in parallel to routine tasks and other projects without jeopardising the success of implementation due to a lack of capacity or know-how. It is ensured that these measures are embedded in the corporate strategy and, if possible, are not led in parallel worlds by the management.
The requirements for the holder of this role are, in addition to a relevant education, demonstrable professional and practical experience in responsibility HR/People/Organisation as well as in the management of transformation or evolution phases at management level. Suitable candidates must have sufficient social competence and rhetorical confidence to assume responsibility for coordination, moderation and, if necessary, mediation. Conceptual and analytical skills as well as business expertise are just as necessary as an awareness of human behaviour patterns and how to deal with them. Ultimately, this role requires both practical experience and expertise in relevant labour and co-determination law as well as in the areas of personnel administration and data protection.
What shall change and why
How changes shall be achieved and by whom
How successful change is measured
Actions that lead to growth in business
How the organisation shall develop with it
How the action plan is integrated
Metrics, which describe the success
How and by whom progress is reported
How corrections to the plan are made
We are happy to take on this in-house role for you as an external service provider, including the associated change office services. Alternatively, we can support you with the implementation and filling of this position as well as with a guided induction phase.
I was taught that the way of progress was neither swift nor easy.