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Divisional HR team moved from being seen as reactive and rudderless to achieving the highest HR ratings within the Corporation and achieved their goal of being viewed as Strategic Business Partner.
Business Context:
An HR team that lacked strategic direction and was perceived as reactive and bureaucratic operating in four European locations.
An organisation that was experiencing significant change as a result of industry dynamics and planning for growth after period of down-turn.
Results:
18 months later the Corporation undertook a survey to measure HR effectiveness across all units and divisions. This HR team achieved the highest ratings on all measures and was viewed as a strategic business partner.
Three functions within its unit and its Corporate Head Office adopted this approach to planning and strategic HR development.
Approach Adopted:
Initiation of process, facilitation and coaching of the team to determine appropriate 5-year strategy to support business growth:
Identifying all stakeholders and determining requirements and feedback through quantitative and qualitative methods.
Undertaking a full analysis of the organisation’s operating environment and competitors.
Facilitating workshops to identify vision, 5-year strategy, performance measures & milestones, ensuring integration with business environment & stakeholder requirements.
Development of marketing plan designed to communicate HR vision, strategy and promote their role and achievements to the organisation.
Process in place to measure future performance.
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