HR transformation, HR change management and HR restructuring place high demands on company personnel management as well as the ability to change and change employees' individual needs. Often a large number of employees are actively involved in and / or affected by these changes. ISPA consult offers consulting support wherever clients need external expert knowledge or if they are not able to cope with the extra tasks they need while they are in operation.

The much-cited concept of HR transformation by Dave Ulrich (2009, 1997) links various reform ideas on the traditional personnel work, discussed earlier, to a coherent set of individual measures designed to ensure increased added value. These include above all:

  1. The demand for SPM (Strategic Personnel Management), which is based on a carefully planned personnel strategy, which is coordinated with the company strategy
  2. The appreciation and recognition of competent personnel leaders and staff representatives in the personnel departments by a new role understanding of the personnel as:
    • "Administrative Expert" (more recently, "Functional Expert")
    • "Employee Champion"
    • "Change Agents"              > As recently summarized under the Description "Strategic Partner"
    • "Strategic Partner"
  3. Proposals for strategy-compatible, digitization-friendly reorganization of the personnel department by introducing new HR organizational models ("organizational transformation")
  4. Prioritization, expansion and quality improvement of certain personnel functions, e.g. Talent management, which is particularly important for current and future value creation and  optimization of the associated personnel processes (transformation of functions and processes).

Fig.: Organizational Transformation

HR transformation is a relatively new, forward-looking concept of personnel work, which has so far predominantly prevailed in particularly innovative large companies. The realization of this concept is complex because of its complexity and places high demands on HR transformation consulting.

ISPA consult's "HR Transformation" focus is focused on "Customizing" to enable the application of the concept - at least its basic idea - under very different conditions. In addition to the size of the company and its affiliation with the industry, the development of the workforce, which has already been achieved, can more or less favor or hinder the introduction of HR transformation. In any case, close cooperation between the ISPA project team and the customer's internal project team is necessary to ensure a proper application of the concept.

Many people are only willing to play the attractive role of a business partner with strategic tasks. At least as important as one's own "willing" is the "ability" (available resources) and the "allow" (internal jurisdiction). "Can" and "allow" are the most important starting points for external support in taking over the desired business partner role.

What is the subject of Change Management, especially HR Change Management?

Change Management involves the planning, implementation and control of the change in companies and parts of companies in order to secure and secure competitive advantages. The emphasis is either

  • To change structures: "System Change-Concept"
  • To change cultures: "Culture Change-Concept" or
  • To behavioral change: "Behavioral Change-Concept"

These change concepts are also used in the special case of HR change management. HR transformation can be regarded as a special, further developed variant of HR change management.

What should be achieved by HR change management?

HR change management aims to initiate changes in the company and to shape them as effectively and efficiently as possible, even against resistance. There are numerous concepts and methods that make systematic, planned procedures clearly superior to spontaneous actions. These include, for example, the "Action Research Model", the "Unfreeze Move Refreeze Model" and the "Planned Change Model".

Advisory focus of ispa consult

In the wide field of change management consulting, ISPA consult focuses on two main areas:

  1. The role of the personnel department as a "change agent" (more under HR transformation)
  2. The role of leaders as key actors in the process of change, which can but also prevent changes. In this context, there are two important questions for managers:
    • How do I motivate myself as a leader for future change?
    • How do I motivate my employees as a leader for future change?

Frequent reasons for HR change management are the results of employee surveys, which reveal the need for change. (More in employee survey)

What does Change Management aim at?

Change Management wants to initiate and effectively as well as efficiently design internal changes, even against oppositions. Numerous concepts and methods are available, which clearly make systematic, planned proceedings superior to spontaneous actions. That includes the "Action Research model", the "Unfreeze-Move-Refreeze model" and the "Planned Change model", for example.

Consulting focus of ISPA consult

In the wide range of Change Management consulting ISPA consult dealt with two questions in particular:

  • How do I, as an executive, motivate myself for the upcoming change?
  • How do I, as an executive, motivate my employees for the upcoming change?

Many questions are closely connected and assume that executives are the most important actors in the process of change, who can cause but also prevent changes.

Another important consulting focus is the systematic attitude change of executives and employees towards increased customer orientation.

Reference projects

  • preparation of executives and employees of a federal authority for the planned privatisation
  • selection and preparation of "Deutsche Post" employees for a transfer to a qualification company with facilitation functions owned by "Deutsche Post"
  • customer orientation projects with industry and service companies