Strategic human resources development

HR is increasingly becoming a strategic partner of corporate management and executives. HR development is thus becoming an integral part of corporate development.

Development programs include learning architectures that are specifically designed according to target group and subject area. As a rule, participants pass through different modules along a learning journey. Appropriate methodological and didactic approaches are required to ensure efficient and sustainable Learning & Development. The framework and triggers for the programs are the respective business requirements. These include strategic goals, new functional roles, job enrichment and job enlargement, and change processes. Digital and face-to-face formats go hand-in-hand. Digital learning includes e.g. life-online training as well as self-organized learning via learning videos, whitepapers or short tests. Face-to-face learning takes place, for example, in training sessions, workshops, and large events (open space / bar camps, etc.). Mentoring programs, peer counseling, working-out-loud, employee resource groups, and peer coaching work both digitally and face-to-face.
Performance management is the marriage of requirement and implementation in a structured process. Our key strategic formats include goal alignment, feedback, performance appraisals, competency reviews, individual development planning, and employee, appraisal, and goal-setting meetings. Also talent reviews (assessment and development centers), the development of career models and the design of learning processes (learning & development).
Complex situations are to be designed differently than complicated ones. OKR, Scrum, Kanban and Design Thinking are the basic concepts for this. It is particularly important to promote tolerance of ambiguity (the ability to deal with contradictory and uncertain situations) as well as a corresponding mindset for top performance. Not to be underestimated is the question of how to generate inner stability and inner control in situations of complexity. This also includes decision-making competencies and defined decision-making processes.
Talent management is an ongoing process of attracting, retaining, developing and continuously motivating qualified employees to improve their performance. Our concepts cover planning (staffing needs, succession planning, etc.), employer attractiveness (employer branding), employee selection (selection interviews / job interviews, potential analyses, assessment centers, test systems, etc.), onboarding, performance management and retention (keeping high potentials). In this way, we ensure that talent management and employee experience go hand in hand.
Targeted interventions can be used to adapt and develop the corporate culture. This includes translating corporate values into concrete behavior as well as changing informal values and „rules of the game“. Since contextual conditions (structures and processes) strongly trigger people’s behavior, these are an important field of action for cultural development (e.g., individual target agreements strengthen ego behavior, intransparency of results reduces willingness to perform, etc.). Cultural development is thus always work on the formal organization at the same time.