Human Resources and Change Management

The future is positive if you know what it holds.
HR & Change Management

When change occurs, the biggest uncertainty is not about a specific state of things in the future but a general lack of imagination about the period ahead. Change can be discussed without fear and in a factual manner if messages are clear and concise. Such discussions must also yield images for those to whom communication is directed that they can relate to.

Business success also depends on the degree of sensitivity employed in preparing staff for change in structures, processes and strategies, particularly in human resources and in long-term change and innovation projects. The point of view assumed is often purely operational. BCC provides communication support that focuses on people and aims at long-term motivational effects instead of breaking down short-term resistance.

 

 

We develop communication strategies that integrate and motivate the people involved. Our advantage of having an external view thus complements competence in methodology with which future role models, structures and areas of responsibility are established. Change management – especially in human resources – is no theoretical scenario but a vital development step that requires coordination of many actions.

Communicating Change Projects

Change is always different.
Communicating Change Projects

Change in companies is no longer the exception but the rule. Globalization has strongly intensified competition in both up- and downstream areas of industry. National and European legislation are intervening in the markets time and again, changing fundamental conditions. Today’s executives are more concerned with issues of innovation management and the right production layout, with network management and process moderation than with the dispositive tasks of the past.

Throughout all change processes, a company’s capital continues to be its motivated and innovative employees. Their commitment should be strengthened not weakened during such processes. Comprehensible roadmaps worth following should be designed for all parties involved. Conditions should be created that enable employees to actually draw on their own potential. The “reason why” and the “reason to believe” are just as important in the change process as clarity regarding goals and the participation projects that integrate employees’ know-how and creative drive.

Whether the project is a new strategy, reorganization or breathing life into a mission statement, there is no such thing as an “off the rack solution”. BCC develops and supports processes with customized solutions. These include a well-reasoned conceptual plan, communication moderation, individual story management and media production seamlessly pieced together to suit the different requirements of a company in change. Measures that not only create symbols but that also establish an open communication culture.

Communication of HR Issues

Human resources are our most movable commodity and must be handled with care.
Communication of HR Issues

Value creation in Germany is changing. The country is increasingly becoming home to a science-based industry. Even if it initially appears more complex: Individuals are less alienated from their work in this modern system because they are obliged to comprehend many relationships in their relevant contexts. Human resources are no longer employees focused on performing a limited task but ones who hold functions and whose professional life changes with the environment. A different style of management is needed than before. Such staff must be sought, found and retained. They demand participation, flexibility, and future prospects.

Communication plays a key role in this changed environment. Because communication means dialogue. Because communication ensures comprehension and a level playing field.

Because communication motivates and serves as an orientation guide to all parties involved. This is true whether the matter at hand involves changes in organization of work, the compensation system or introducing new working time models. This premise applies above all to addressing current challenges in companies, such as demographic change or a lack of qualified professionals.

Increasing Human Resource Performance

Engine for change.
Increasing Human Resource Performance

Roles have changed. To the extent that human resources have gained in importance to companies: HR experts and personnel executives have become active business partners to management and to those supporting staff. Personnel experts develop solutions to structural and organizational issues; they support career management and are needed to moderate implementation of new corporate strategies. This automatically creates friction, since HR departments are frequently change drivers but must simultaneously also optimize their own processes and continuously improve.

Irritation is perfectly normal in this changing role play. Occurrences can be eliminated by bringing in an unbiased external point of view: 

BCC analyzes conflicts in goals and collaboration efforts, and creates solutions that do not toss established corporate cultures overboard but translate them into new forms. Performance is enhanced if the individuals in question know and accept their own importance within the company. This turns an HR staff into a more confident motivator – one who makes the right decisions in dialogue and can support them.