Sector: Food
Service: HR Strategy and execution
Building a new HR strategy for the region of North Europe and a new HR target operating model, including an execution plan
Approach
We started by involving key regional stakeholders to discuss the most significant areas for change and identify major obstacles and issues.
Our project team then developed options and guided the HR team through a structured process to choose the changes and outline the resulting design and governance.
We detailed the selected designs for various timeframes. In the second phase, we supervised the implementation plans via specific workstreams.
Context
After conducting a performance review, the organization found that the HR department was not meeting the expected standards and lacked adequate internal collaboration.
As a result, we were tasked with simplifying processes, addressing bottlenecks, and restructuring the HR department to improve focus, collaboration and decision-making.
The goal was to create a more efficient and effective organizational design that could be successfully implemented.
Impact
Transformed HR function into a value-added unit, boosting service delivery (+20%) and cutting operational costs (-20%).
Crafted an HR plan that provided the team with focus and purpose, secured top new talent, implemented a centralised operating model, and governed IT rollout (100% digital HR framework).
We developed and transformed the HR function into a value-add unit for a B2B food company in the North European region, with 13 entities, five countries, and 4,000 employees. I led the transformation by crafting the plan and implementing the change with the HR team.
Based on a maturity assessment, we rapidly identified improvements to the existing HR strategy and organizational setup (structures, systems and people). After consultation with the different stakeholders we implement the plans, including running the transformation.