»Change ensures survival!«
My Best Project Experience
A few years ago I was supposed to support a company, as a consultant, with the design and introduction of a Skill Management system “on the quick.” It soon became clear, however, that this project couldn’t simply be done on the side: during the implementation the project team encountered massive resistance, there were loads of hurdles and inconsistencies that made life difficult for all of the affected people. In the end, it took three years before the HR development system was introduced.
And so why did this project make such an impression on me? It impressed me to see how the project team, over the course of months, went from being a work group to a real team; everyone gave 200 percent, the cohesion within the group was tremendous. And the best part: the Skill-Management system has become one of the fundamental pillars of the HR development – all the effort was worth it!
Employee and Organisational Development:
Design and introduction of human resources development instruments
Active monitoring of change processes
Coaching of managers and project leaders
|Seit 2004||Management Consultant
|1999 – 2004||Senior Consultant
CSC Deutschland Akademie, Hamburg
|1997 – 1999||Executive Assistant/HR Leader
GLS Gemeinschaftsbank, Bochum
|1996 – 1997||Facilitator
|1989 – 1992||Assistant Branch Manager
Design and running of competence management (IT Service Provider)
Design of human resources development instruments (function specification, processes, competence catalogue, selection IT tool)
Introduction of human resources development instruments with the assistance of a communication concept
Greatest challenge: integrating the concept into existing human resources development instruments and taking care of acceptance from managers and employees.
Implementation of an IT Vision (Financial Institution)
Design and running of workshop cascades
Support throughout the creation of a communication concept
Greatest challenge: steering of complexity and overcoming resistance.
Potential analysis for managers (Automotive Concern)
Running of potential analyses using the ASSESS tool
Greatest challenge: feedback and coaching by telephone.
Establishment of a “Human Resources Business Partner” Model (Insurance)
Development of profiles for Human Resources roles
Design and running of workshops to support acquisition processes
Greatest challenge: changing the attitude and behaviour of the employees for the long term.
Design and running of the strategy transformation (Financial Institution)
Design and running of a workshop cascade
Evaluation of the workshop results and determining the next steps
Greatest challenge: integrating disparate company cultures