Sector: Tobacco Industry
Service: HR Strategy and execution
Professionalise HR as a strategic advisor for family-owned business group, including a new design of the HR operating model
Approach
We started engaging stakeholders to discuss the most impactful areas for change and to identify key obstacles and challenges.
Next, we developed various options and guided the HR team through a structured decision-making process to select the best changes and define the resulting design and governance.
Finally, we ensured a clear roadmap for HR transformation. By implementing these changes, we aimed to elevate the HR function to a strategic partner that drives business success through improved performance and professionalism.
Context
The board was resolute in its efforts to establish an exemplary HR function that would support the company in achieving its business objectives of growth in a challenging market.
Clearly, the HR department was perceived as underperforming, overly administrative, lacking a necessary business mindset, and lacking the structures and systems required for professionalism.
Impact
Established HR as a strategic advisor and transformative force for business performance over a period of significant growth; defined new HR operating model, upskilled HR operations, and implemented HRIS, boosting service levels (+30%) and reducing operational cost (-20%).
Fostered a culture of continuous improvement to performance, leading the holistic redesign of the HR Talent Cycle and introducing a dynamic approach to performance management, talent reviews, succession planning and individual development plans that ensured alignment between personal and organizational objectives.
Established HR as a strategic advisor and transformative force for business performance over a period of significant growth, including the definition of a new global HR operating model.
We developed a focused HR strategy that would enable greater impact with fewer resources through intense focus. The clear and grounded strategy was ratified by the board and management and was the starting point of professionalising the HR department.