Organisation and HR
"Learning doesn't start when we hear things that we want to, but when we realise things that we need to!"
Organisation and HR
"Learning doesn't start when we hear things that we want to, but when we realise things that we need to!"
In every organisation, change is the only constant. A continuous development process should therefore be embedded in all organisational elements such as strategy, structure and culture. My ambition in any organisational development process is to identify the core potential of an organisation so that the initiated changes will be effective and sustainable. The crucial role of people and HR is particularly close to my heart.
In every organisation, change is the only constant. A continuous development process should therefore be embedded in all organisational elements such as strategy, structure and culture. My ambition in any organisational development process is to identify the core potential of an organisation so that the initiated changes will be effective and sustainable. The crucial role of people and HR is particularly close to my heart.
Wind of Change
For organisations in transition.
> The goal is to develop a customised roadmap and provide longterm support.
Many organizations are forced by external conditions to adapt strategically. Parallel to this, there is pressure from within to change personnel structures. Establishing a proactive and successful approach that serves both perspectives simultaneously is a complex process that is often neglected. Open communication plays a key role in getting all staff on board and motivated to engage in the process. The goal is to have an engaging and solution-oriented discussion that elicits cross-departmental collaboration for the benefit of the entire organization.
New Work or Our Work?
For organisations exploring their culture.
> The goal is to outline the core elements and establish an outlook for desired changes.
Organizational culture – “the way we do and handle things in this company” – is the most personally experienced and least concrete element of an organization. In fact, the conscious and unconscious way we interact with each other, the hierarchy structures we have established, and the actions that elicit praise or criticism, shape the way we work together. In the public eye, new trends and themes in organizational culture are permanently initiated. Which modern views are really important and meaningful for us? What is our culture based on? And which values should guide our everyday routine? Organizational culture is one of the most powerful factors that determines the success of any collaboration or company. Therefore, these questions are challenging, but nevertheless essential.
HR Reform!
For organisations rethinking their HR.
> The goal is to review and update the strategic role and functions of the HR.
The role and function of human resources has evolved at a rapid pace in recent years. Numerous requirements and growing strategic responsibilities are continuously added to the long list of competencies. The effectiveness of HR processes and the maximum use of insufficient resources is too often due to the bravery and passion of the “HR people”. The challenge is to develop a new “Our HR” that has the necessary resources and strategic role to work effectively as a service and operational force. A strategically effective HR must be strategically integrated.
Wind of Change
For organisations in transition.
> The goal is to develop a customised roadmap and provide longterm support.
Many organizations are forced by external conditions to adapt strategically. Parallel to this, there is pressure from within to change personnel structures. Establishing a proactive and successful approach that serves both perspectives simultaneously is a complex process that is often neglected. Open communication plays a key role in getting all staff on board and motivated to engage in the process. The goal is to have an engaging and solution-oriented discussion that elicits cross-departmental collaboration for the benefit of the entire organization.
New Work or Our Work?
For organisations exploring their culture.
> The goal is to outline the core elements and establish an outlook for desired changes
Organizational culture – “the way we do and handle things in this company” – is the most personally experienced and least concretely describable?! Element of an organization. In fact, the conscious and unconscious way we interact with each other, the hierarchy structures we have established, and the actions that elicit praise or criticism, shape the way we work together. In the public eye, new trends and themes in organizational culture are permanently initiated. Which modern views are really important and meaningful for us? What is our culture based on? And which values should guide our everyday routine? Organizational culture is one of the most powerful factors that determines the success of any collaboration or company. Therefore, these questions are challenging, but nevertheless essential.
HR Reform!
For organisations rethinking their HR.
> The goal is to review and update the strategic role and functions of the HR.
The role and function of human resources has evolved at a rapid pace in recent years. Numerous requirements and growing strategic responsibilities are continuously added to the long list of competencies. The effectiveness of HR processes and the maximum use of insufficient resources is too often due to the bravery and passion of the “HR people”. The challenge is to develop a new “Our HR” that has the necessary resources and strategic role to work effectively as a service and operational force. A strategically effective HR must be strategically integrated.
Your Possible Questions
Is our strategy just a marketing phrase or is it lived in the everyday operations?
What does organisational culture mean to us and what are our core values?
How do we handle errors and mistakes?
What is the role of HR in our organisation?
Your Possible Questions
Is our strategy just a marketing phrase or is it lived in the everyday operations?
What does organisational culture mean to us and what are our core values?
How do we handle errors and mistakes?
What is the role of HR in our organisation?
My Approach
Step 1: Non-binding initial conversation
Step 2: Getting to know personally and establishing individual needs and goals
Step 3: Collaborative development of a game plan
Step 4: Goal-oriented cooperation with regular checkpoints and adjustments
Step 5: Conclusion of the process with a future-oriented outlook
My Approach
Step 1: Non-binding initial conversation
Step 2: Getting to know personally and establishing individual needs and goals
Step 3: Collaborative development of a game plan
Step 4: Goal-oriented cooperation with regular checkpoints and adjustments
Step 5: Conclusion of the process with a future-oriented outlook
