Commitment & Development
Every change needs new commitment from employees: clarity about their contribution, what competences they need, what perspectives they see for themselves, and how the interaction with others could be renewed.
Change is a team sport, and new things need friends. We address both of these dimensions through employee development and involvement with a focus on the strategic goals and their implementation.
Questions we tackle with you
- How do we create a good orchestration for the implementation?
- What prospects do employees have for their development and how do we engage their curiosity and motivation?
- How do we integrate the different employee groups and their perspectives on change?
- Day-to-day business and change at the same time: What do employees need to be able to reconcile both?
- What role does leadership play when it comes to employee commitment and empowerment? What role does human resources play?
- How can we make skepticism and resistance visible and use them productively for change?
- How do we integrate employee development into existing leadership and HR initiatives?
- How do we create a culture of sharing and learning from each other?
Our HR Business Partners have a very comprehensive task profile: In addition to excellent and efficient HR work at an operational level, they are expected to provide high-quality consulting services and support the divisional strategy with a derived HR roadmap. We were happy to accept this invitation - but it quic... + Our HR Business Partners have a very comprehensive task profile: In addition to excellent and efficient HR work at an operational level, they are expected to provide high-quality consulting services and support the divisional strategy with a derived HR roadmap. We were happy to accept this invitation - but it quickly became clear to us that we would have to invest further in the qualification of our business partners: in systemic consulting approaches, professional strategy work, and change management and conflict management skills. We opted for an in-house concept with professional external support from Heitger+ to pursue another important goal in addition to competence development: a strengthening of collegial cooperation combined with a unified external appearance through role clarity and a common language. Based on these goals, Heitger+ developed a 4-module curriculum with us, and we are currently implementing the pilot. The consultants have understood extremely quickly where we are and where we want to go. The participants confirm their flexibility in responding to change needs in a varied and challenging curriculum. The combination of theoretical depth and practical experience of the consultants is certainly a key to success. Based on the very good experiences in the pilot, it is clear to us that all business partners will go through this qualification program in order to be prepared for the future.-
Markus Fink
Vice President HR Business Partners & Services, Infineon Technologies AG