A business man once stated that there is nothing so practical as a good theory

(Lewin 1943)

Good Governance of People

Co - creating Human Resources Management projects connecting individual and integrated HR practices for sustainable performance.

Selected Cases:

How to reposition a Human Resources Department during a continuing process of rightsizing (Reduction in Force)?

Description:

In the Public Sector, layoffs are often called reduction in force (RIF). The principles of Good Governance of people within the Public Sector require that with the abolishment of a position ,an employee must be reassigned to a vacant position at the same grade. Other options are : demotion, outplacement, etc.. The RIF – process often put a lot of pressure on line management and the HRM department. Is the HRM function becoming a strategic partner in crime? How future proof is the HRM department within a Public Sector organization that is experiencing downsizing, rightsizing and/or rightsourcing? Is the HR Department considered as a business partner?

How to reposition a Human Resources Department during a merger?

Description:

Organizations do business with an increasing number of partners. Managing relationships within a proposed merger of two traditional companies is a highly demanding task. Repositioning and integrating the Human Resources Department into the new company is a key business area. Understanding the full extent of the available competences in the Human Resources Department allows its top management to gain the mutual benefits arising from the recommended merger. We supported the co-creation and design of this new department. Bridging the gap between rhetoric and reality, the new department was competent of accomplishing a quality workforce capable of delivering competitive advantage in the Dutch Market. Unfortunately, this merger process was rudely interrupted before its lift off.

How to implement competence management into a professional finance organization?

Description:

Only recently has the concept of competence been used systematically in organizations. How can we identify what constitutes competence at the organizational, unit and individual level? We have developed and implemented a competence management programme on aligning the organizational, unit and individual level of a (professional finance) company. The stimulate the introduction of this programme, the organizational architecture needed to be redesigned in order to expand its capacity to act in response to indications of changing (inter)national financial and market forces. Competences were perceived as an important way in helping to define and improve superior organization – wide performance. We learned that competences based upon current performance don’t make sense for success in the ‘present future’.