As an HR and organizational consultancy, we specialize in organizing transformation through the workforce. In order to guarantee the future competitiveness of the company, challenges such as digitization require profound re-skilling or upskilling in every area of the company. It takes managers who lead this change as real leaders. In this context, there is no lack of buzz words in management concepts – but which methods and concepts are really suitable for your own organization? Which methods do our managers and their teams pick up from where they are, and how compatible are they with the employees? How do we, as a company manage to get the right people? Which organization enables us to have high performance and rapid development?
Sustainably successful transformation means thinking in different layers – in terms of both the direct impact on individuals and teams and the development of HR core processes.
Business Transformation vs. HR Transformation – We will Help you with Both
For us, business transformation means supporting you in developing effective transformation concepts, introducing them in teams and thus making managers and employees really more effective. Together we will classify where and at which level we want and should rethink cultural changes, management methods, innovation concepts and leadership ideas. Above all, we ask ourselves what really helps and how we go about it.
For us, HR transformation means rethinking your HR organization that ideally supports your business, Where? In which…
…first-class recruiting ensures that first-class personnel are recruited.
…learning architectures are offered which make already used know-how available.
…HR services ensure that employees focus on their job and not on their own administration.
…topics such as remuneration and time management are so well thought out and organized that they provide the ideal framework for committed employees.
Transformation Readiness Check
Where Does your Organization Stand?
Business Transformation & HR Transformation
CLEVIS as a Partner in Your Transformation
We will help you where you are,regardless of whether it is about basic strategic sparring or whether you already want to introduce specific methods. We are experienced in anticipating how mature organizations, teams, leaders and employees are. Consequently, we dock our approaches precisely.
What We are Proud of:
Already reached over 1200 projects and therefore, over 6 million
employees in 80 countries.
HOW WE WORK
Frequently Asked Questions
The success factors of the transformation are derived from the fact, that its processes depend on the underlying goals, they are usually lengthy and often iterative in nature. Accordingly, a strong perseverance and a high degree of critical self-reflection is required from the people involved in order to get closer to the desired target image step by step. The perspective of the more passively affected groups of people must be considered separately. They have to “live” the change as a result in order to secure the transformation goals in the long term. In order to win this target group for the path of transformation, an intensive examination of the role-specific degree of change is required. Here it is important to avoid one-sided opportunity communication. Trust for this process can only be gained if the price, the “buy in” is formulated and the mutual communication of the respective benefits takes place. Openness offers the chance for trust. This trust in turn offers employees the opportunity to see advantages for themselves and therefore creates a real willingness to help realize them.
A transformation brings challenges. Transformation must be carefully thought through, planned and tackled, where both agile methods and more traditional change approaches are equally welcome. Having a true, in-depth understanding of where you are and what your transformation goals are is essential to transformation success. It is also important to involve a wide variety of stakeholders with a heterogeneous context and to win them over in their context of action in terms of starting position, objective, challenge, respective buy-in, but also benefits. This requires an understanding of transfer, communication skills, structure and perseverance.
Since transformation always takes place in a highly individual context, at this point it is not possible to provide a blueprint for its change process in terms of best practice. Basically, however, it is important to get a clear picture of the starting position, the environment and the goal. The period for a transformation should not be too short. A frustration tolerance for setbacks is also helpful.