The business transformation should also be reflected in HR – this was the starting point for our support in the strategic realignment and digitalization of the HR function.
In an iterative process, we worked with the client team to identify the future-oriented HR topics and developed a people strategy that encompasses more than just the introduction of a global HR IT solution. In doing so, the employees were always clearly in the center of attention and we were able to create transparency about a future globally uniform HR service offering.
In addition, the range of skills we developed in the course of the HR IT implementation not only conveys digital skills and system knowledge, but also actively anchors the new HR role understanding throughout the entire organization.
A moment that mattered
When we examined the vision, mission and initiatives of the new business strategy point by point from a people perspective, we collected many post-its with ideas how to support implementation from the people side: How can we increase diversity in our sales organization to succeed with our multi-channel strategy? How must technical operations be organized to become a cost leader? Typical HR topics were thus given a clear business reference which allowed for focus and clear prioritization.
Thanks to a clear prioritization of strategic HR topics, our client manages to achieve success in a structured and continuous manner despite limited resources. It’s nice to see that the entire HR community has grown together in this project and that the HR strategy and the HR operating model are actually brought to life.
As part of a sales push program, we supported the responsible Management Board member in the development and introduction of a foundational training programs for the most important sales roles globally.
Together with a team of experts from various sales areas and the learning function, we defined a company-wide “Way of Selling”, described typical sales roles and identified the most important learning needs with the target groups. It resulted in a sales-specific learning curriculum with four role-specific programs at the center. All programs contained on-the-job learning elements for the direct application of what was learned, linked to the initial sales push approach. Digital learning offers complemented the “blended learning approach”. Subsequently, we helped to build up training partners for localization and delivery in 15 different country clusters and to ensure the anchoring of the programs in the different business units through systematic communication and controlling.
A moment that mattered
A role-specific sales curriculum across business areas from product sales to large plant business, is that possible? The scepticism was significant – until customers interviews revealed significant differences in selling style between representatives of our client, resulting in customer confusion and brand dilution. And when one of the most frequent participant feedbacks in the pilot training was: “I have learned a lot from colleagues from other business units,” most sceptics were convinced.
In the first program run, participants have identified and converted leads worth double-digit millions of EUR. By now, thousands of sales employees have completed the global learning programs and noticeably improved the methodological quality and consistency of sales activities.
Our client wanted to revise its performance management system and implement a new process for over 7,000 employees across five divisions. The aim was to replace a backward-looking system with focus on remuneration which was politically abused with a development-oriented one.
We developed the concept in integrated teams, coordinated it with various stakeholders (extended Executive Board, HR organization, works council) and supported its implementation. Validation with the target group itself (managers and employees) in workshops was a clear success factor. In addition, the empowerment of senior and middle managers through motivating communication and intensive monitoring of the cultural change played a decisive role in ensuring that the new performance development system was actually lived by everyone.
The most important changes were the abolition of ratings and the introduction of more regular feedback with a clear focus on strengths as well as the decoupling of compensation. This was also very positively evaluated in the organization: the more intensive use of feedback and the stronger focus on development by managers was highlighted in surveys.