Webinar:
HR's contribution to organizational design and the role of HR business partners.
HR as a driving force and engine for change
In order to meet the challenges of a rapidly changing corporate landscape, HR must position itself as a modern and comprehensive strategic partner in the future. The aim is to support managers in fulfilling their responsibilities and to enable the organization to develop the necessary skills. The L&D teams in particular have a duty here: they promote essential skills and integrate cultural and business-relevant topics.
In our successful webinar series with the German Association of HR Managers (BPM) on strategic HR topics, the focus is on the active contribution of HR - especially in challenging organizational development fields such as organizational design. The role of HR Business Partners (HR BP) as multipliers for organizational development will be highlighted. Together with prominent CHROs and other HR experts, we discussed at this event how the role of the HR BP as a strategic business partner can be effectively strengthened and empowered.
Our experts in the online panel
Exciting insights from our webinar
Together with around 400 participants, we reflected on how HR can actively shape the corporate structures of the future as a strategic partner. In addition to practical case studies and the perspectives of the BPM Change Management specialist group, we also discussed how HR teams can be specifically qualified for organizational development and transformation design and which approaches have proven to be particularly successful.
The survey results during the webinar show: HR is involved across the entire spectrum of change - and emphatically so:
Top insights from the survey:
- 90% of HR organisations regularly support the implementation and monitoring of changes.
- Adjustments to roles/jobs (55%) and process optimisation (45%) were mentioned most frequently.
- However, more complex topics such as structural reorganisation (28%) and the transformation of working methods (25%) are also on the agenda.
- What is particularly exciting is that HR is not only involved in implementation, but also in clarifying requirements (53%) and evaluating options (50%).
In the discussion, 6 specific starting points were mentioned for HR BP to become the point of contact for organisational design issues - see the attached slides for more information:
- Staffing Needs: Every vacancy is an opportunity to think about future competences and team structures.
- HR cycles: HR planning, talent conferences and succession planning offer direct points of contact.
- Operational challenges: Unplanned turnover or long staffing times - they can all have organisational causes that should be analysed.
- Organisational changes: During implementation, it is worth scrutinising the objectives and actively supporting the need for change.
- Collegial exchange: Learning from other HR BPs can provide important references for working with the business.
- Business changes: Market or technology changes often require adjustments to processes, structures and competences.
Our conclusion: If you make use of these suggestions, you will not only become a sparring partner, but an active shaper.
Recording of the event
It was a pleasure to discuss the role of HR in organisational development with our experts and the participants. If you were unable to attend or would like to watch the webinar with the interesting case studies again, we have prepared the recording for you here:
To access the full webinar recording, please complete your registration.
Please note: The webinar is presented in German.
"A good business partner needs a certain toolbox and must know the basics. They need to understand the business and be able to communicate this. In other words, they need to ask the right questions and think holistically or systemically. This broad thinking, toolbox and understanding the business, that's the core."
Matthias Kempf | Chief People Officer, Knauf Group
"If people perspective - where are the right managers and employees in new areas - if we bring this perspective, good project management know-how and holistic thinking, then HR is at the table for all organisational issues and this pays off significantly during implementation."
Christof Baumgart | SVP Global HR & Organisation and Managing Director HR Germany, Leadec Group
"If we don't have operations under control, we won't even talk about leadership development or organisational development. That's why you can't invest enough time in honouring what is achieved there. That's the ticket for everything else."
Boris Billing | Senior Partner Leadership, Top Talents & Transformation, Zürcher Kantonalbank
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