The HR function and traditional HR units are undergoing massive changes, powered currently by the trend towards digital transformation. They are finally gaining recognition as a leading creative force in any organization’s development. The measurable and comparable effect of competences, the availability of human resources, especially in the form of (digital) talent and specialists, and the formation of innovation teams and reimagining of old, labor-intensive business models have become the priority. The operational support and specialist function of HR, be it the traditional role as functional service provider or the long-propagated Ulrich system of business partners, experts, and service providers, is not fully effective when it comes to contributing value in terms of innovation, change, and project excellence. Looking at the figures alone, whether they are HR costs or headcounts, also has little meaning when it comes to HR’s many new roles on the operational and administrative and the critical strategic side.
We assist companies and their HR units in the design of people / workforce strategies and functional strategies. This includes the development of innovative custom HR organization and governance models with optimized HR processes, HR job landscapes and competences / authorities, and IT and digital support for processes, systems and tools, all supported by dedicated implementation planning and change management support.
We do not see HR as ill-defined business partners, low-profile service providers, or detached center of competence; instead, we define organizational and role profiles with “run & change” operational and business model dimensions. We consider HR as digital innovators, talent and culture managers, and the strategic advisors for all business areas and experts for processes and Systems.