HR in Change Management Growth from Personnel Manager to Strategic Business Partner

HR in Change ManagementGrowth from Personnel Manager to Strategic Business Partner

Ferry de Jong, April 2014PIM*, Progressive Interim Management

Ferry de Jong (1973)• Education • Business Communications• Business Science• Psychology

• Working experience till 2008• Capgemini, Avery Dennison, TNT Post, TNT Express

• Independent Consultant (2008-present)- PIM*• Interim Change Projects• Counseling• Lecturer at universities

• Volunteer worker

Culture Change Programmes

• TNT Head Office

• TATA Steel Manufacturing

• Sanquin Blood Supply

Dilemma’s in most Change Programmes

• Top- Down• Knowledge• Not a clear focus, where does this lead to• Empowerment• Responsibility

Image of the programme

• Fuzzy• Not Transparant• No leadership• Bad communication• Workers are not being heard• Any contribution is not appreciated• No cooperation between project and employees

Result

• Denial of the change needs and actions taken• Strong opposition, blocking any change• Negative atmosphere

HR service offering in change• Business Partnership• Empower the full staff, not only management• Listen and cover important needs bottom up/top down• Be trustful• Sparring partner for all employees• Consult in the process, not take the responsibility

HR position

“Oil in the machine” of change programmes

HR requirement• Proactive• Management understanding and have the big

picture• Be the generalist, not specialist• Connectors• Part of the management team• Visibilty• Great communicators• Be selective!

Thanks for your time!Questions?