INSIGHTS
Today’s increasingly volatile, uncertain, complex, and often ambiguous business environment is forcing companies to transform at an unprecedented pace. The rapid evolution of workplace technology have accelerated the adoption of various alternative, hybrid working models - as well as new challenges in monitoring employee conduct and performance. The emergence of majority-millennial workforces has led to a profound shift in employee preferences. Demographic developments, has intensified existing talent shortages.
HR plays a central role in navigating this upheaval, creating a need for the function to rise to a new level of adaptability and responsibility. While every organization has its own trajectory and HR operating model we experienced that organizations are willing innovate the HR function in employee centric ways to thus targeting to better employee experience, to safe market competitiveness and at a longterm to reduce costs. Questions we find answers for in our daily practice focus on:
- How to adopt agile principles to ensure both strict prioritization of HR’s existing capacity and swift reallocation of resources when needed, enabling a fundamentally faster rate of change in the business and with people and how they work?
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How to excel along the employee experience (EX) journey to win the race for talent in the time of the Great Attrition, enabling both employee health and resilience?
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How to re-empower frontline leaders in the business to create human-centric interactions, reduce complexity, and put decision rights (back) where they belong?
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How to offer individualized HR services to address increasingly varied expectations of personalization?
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How to ‘productize’ HR services to build fit-for-purpose offerings with the needs of the business in mind, and to enable end-to-end responsibility for those services through cross-functional product owner teams in HR?
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How to integrate design and delivery with end-to-end accountability to effectively address strategic HR priorities, reduce back-and-forth, and clarify ownership?
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How to move from process excellence to data excellence to tap into novel sources of decision making using artificial intelligence and machine learning?
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How to automate HR solutions to drive efficiency and capitalize on the power of digitalization in HR?
THIS IS HOW HUMAN WORX WORX
01
WHAT WORX :)
We collected and applicatd talent data to improve critical talent and business outcomes. We enabled HR leaders to develop data-driven insights to inform talent decisions, improve workforce processes and promote positive employee experience. The main functions We focused on included HR planning, managing the recruitment and selection process, and overseeing employee relations, compensation, benefits, performance management, and learning and development programs. We targeted to establish a new multifaceted, diverse, aging and scared workforce and a systemic HR Operatic Model, supported by a sustainable digital HR Strategy.
HOW HUMAN WORX WORKED
We transformed the business model and embedded control strategic drivers as part of the innovation model taking the "seven deadly sins of strategy" into account.
We implemented OKR Model to analyse effectiveness criteria.
We redesigned business processes according to the key strategic drivers
We drove a highly interactive approach based on co-creation, where we guided our client
through a structured process that delivered actionable results.
02
WHAT WORX :)
Together with our Partner we developed a Due Diligence Framework, which translates Human Capital into enterprise value through a three-step model:
1. Qualitative Assessment focusing on Leadership Capital, Organisational Effectiveness, Workforce Economics, Culture, ESG & Human Sustainability, Post-Merger Readiness
2. Quantitative Modelling including HR metrics linked to cashflow
3. Value Bridge, translating financial impact on Enterprise Value
Our Early HR Pre-Merger Support focuses on:
1. HR Due Diligence (People & Risk Focus)
2. Organization & Talent Assessment
3. Culture & Change Readiness
4. Workforce & Cost Analysis
5. HR Governance & Compliance
6. Communication & Stakeholder Preparation
7. Integration Readiness (High-Level)
HOW HUMAN WORX WORKED
We conducted a high-level assessment of workforce structure, headcount, and key roles
We reviewed employment contracts, collective agreements, and labor obligations
We Identified material HR risks (e.g., termination protection, retention exposure, change-of-control clauses)
We assessed compensation, incentive, and benefit schemes
We identified critical roles and key talent
We did the initial evaluation of leadership structure and decision-making models
We assessed talent overlaps, capability gaps, and succession risks
We had an early view on retention priorities
We focused on high-level cultural diagnostic of both organizations
We identified potential culture clashes and integration barriers
We assessed organizational readiness for change
We derivated key people-related integration risks
We analysed of personnel cost structure (fixed vs. variable, benefits, pensions)
We high-level assessed restructuring and separation exposure
We reviewed of labor law framework and employee representation structures
We assessed of co-determination, works council, and union implications
We identified HR compliance and data privacy risks
We developed initial HR communication principles
We prepared employee and management Q&A
We aligned with Legal, Finance, and Transaction teams
We developed initial hypotheses for future HR Target Operating Model
We assessed high-level HR processes and systems (e.g., payroll, HRIS)
We defiened preliminary integration options (retain, harmonize, replace)
03
WHAT WORX :)
We worked on transparency across all HR products and processes (structure) : The strategically important differentiation processes and the capacity drivers among the processes were optimized first The “Why?” was made transparent and comprehensible to all HR employees. The responsible HR employees were involved in the design from day 1. Best practice was used as an impulse and adapted to the specific requirements of the company. The documentation of HR processes was set up in the way to be understood easily and quick and as a pleasure to work with. Healthy pragmatism came before “Make a wish” and thus the first changes in the HR processes became noticeable the day after the optimization. Our goal was that the HR employees live and love the new processes.
HOW HUMAN WORX WORKED
We defined a clear HR Workplan & Key Activities including a Context & Target State:
We conducted a comprehensive workforce analysis (headcount, cost base, skills, demographics, contract types)
We aligned with business, strategy and financial targets
We developed restructuring scenarios (e.g. cost reduction, capability shift, operating model change)
We identified critical roles and future-relevant capabilities
Key Outputs were:
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Current-state workforce baseline
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Target operating model / target org design
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Skill gap and critical role assessment
2. We defined a Governance, Legal & Employee Relations Setup:
We assed labor law implications and regulatory constraints
We defined governance model and decision rights
We engaged employee representatives / works councils early
We established a legally compliant timeline (notice periods, consultation phases)
We ensured data protection and documentation standards
Key Outputs were:
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Legal and employee-relations roadmap
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Governance and escalation model
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Risk assessment (legal, operational, reputational)
3. We defined Restructuring Levers & Measures:
We designed the overall measure mix (Build/Buy/Borrow/Reduce) such as:
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Internal redeployment and reskilling
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Hiring freeze or selective hiring
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Natural attrition management
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Voluntary exit programs
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Involuntary separations (as last resort)
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Assess social impact and affordability
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Quantify savings, costs, and implementation effort
Key Outputs were:
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Restructuring measures catalogue
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Financial impact assessment
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Management decision materials
4. We developed a Communication & Change Strategy:
We developed a clear and consistent communication narrative
We segmented communication by target audience (leaders, affected employees, remaining workforce)
We prepared leaders with toolkits, FAQs, and messaging guidance
We defined communication cadence, channels, and responsibilities
Key Outputs were:
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Integrated communication plan
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Leadership communication toolkit
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FAQs and key messages
5. We established an Execution & Separation Management
We ensured fair, transparent, and defensible selection processes
We prepared and support leaders in separation discussions
We managed end-to-end offboarding (contracts, severance, references, benefits)
We provided outplacement, counseling, and employee assistance support
We monitored compliance and employee relations risks
Key Outputs were:
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Completed separation processes
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Employee support framework
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Compliance and audit documentation
6. Post-Restructuring Stabilization & Retention
We actively managed morale and “survivor syndrome”
We retained critical talent through targeted retention measures
We clarified new roles, responsibilities, and performance expectations
We reinforced culture, trust, and leadership effectiveness
We tracked engagement, attrition, and productivity metrics
Key Outputs
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Retention and engagement action plan
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Updated org charts, job descriptions, and KPIs
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Post-implementation pulse survey results
7. Review, Learnings & Forward Workforce Planning
We evaluated outcomes against restructuring objectives
We captured lessons learned and improvement opportunities
We strengthened ongoing strategic workforce planning capabilities
Key Outputs
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Post-restructuring review
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Lessons learned documentation
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Enhanced workforce planning framework
04
WHAT WORX :)
We worked on transparency across all HR products and processes (structure) : The strategically important differentiation processes and the capacity drivers among the processes were optimized first The “Why?” was made transparent and comprehensible to all HR employees. The responsible HR employees were involved in the design from day 1. Best practice was used as an impulse and adapted to the specific requirements of the company. The documentation of HR processes was set up in the way to be understood easily and quick and as a pleasure to work with. Healthy pragmatism came before “Make a wish” and thus the first changes in the HR processes became noticeable the day after the optimization. Our goal was that the HR employees live and love the new processes.
HOW HUMAN WORX WORKED
WE differentiated between activities in HR in order to gain transparency about the current HR portfolio (structure).
WEcaptured current HR products and made the complexity manageable.
WErecorded important key figures for the existing HR products.
WE identified capacity drivers and strategic value-added products/differentiation products.
WE conducted HR customer journeys from the customer perspective.
WE carried out HR process prototyping together with those responsible for HR (co-creation workshops) and payed attention to the 12 typical optimization levers.
WE documented HR processes in easy-to-use one-pagers. We updated documents, checklists, forms and workflows.
WEset HR product owners and celebrated initial successes and set up a process to continuously review and optimize HR processes.
05
WHAT WORX :)
1. Clear definition of strategic context and ambition to define:
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HR ambition & design principles
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Success metrics and KPIs
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Benchmark insights
2. Assessment of current HR Operating Model to give a clear picture of:
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the As-Is HR operating model
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Process and service inventory
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Pain point and efficiency analysis
3. Definition of the Target HR Operating Model (To-Be) including:
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To-Be HR operating model
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Target HR organization & role descriptions
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Service delivery and sourcing model
4. Process, Governance & Service Design including:
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End-to-end HR process designs
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HR service catalog and SLAs
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Governance and policy framework
5. Technology & Data Enablement including the definition of:
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HR technology roadmap
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Automation and self-service concept
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HR data & analytics framework
6. Capability & Workforce Setup facilitating and delivering:
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an HR capability model
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an upskilling and change enablement plan
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an updated HR job architecture
7. Change, Communication & Adoption activities, including:
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a Change & communication plan
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a Stakeholder engagement plan
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Adoption and readiness metrics
8. Implementation Roadmap & Value Tracking containing:
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an HR operating model implementation roadmap
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a clear Business case & value tracking
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a continuous improvement framework
HOW HUMAN WORX WORKED
We aligned HR ambition with overall business and people strategy
We clarified the role of HR (strategic partner vs. operational excellence vs. employee experience)
We defined success criteria (cost, quality, speed, scalability, experience)
We identified external benchmarks and best practices
We mapped current HR services, processes, and ownership
We analyzed HR organization, roles, and capability maturity
We assessed technology landscape (HRIS, tools, automation level)
We evaluated service quality, costs, and pain points (from business & employee perspective)
We define target HR service portfolio (what HR delivers)
We design future HR organization structure (e.g. HRBP, CoEs, Shared Services)
We defined role clarity and decision rights
We determine sourcing strategy (inhouse vs. outsourced vs. automated)
We defined experience principles for employees and leaders
We redesigned end-to-end HR processes (hire to retire)
We define governance, escalation paths, and interfaces
We standardized policies, workflows, and service levels
We defined SLAs and service catalog
We embedded compliance and risk management
We aligned HR tech roadmap with target operating model
We selected / optimized HRIS and digital tools
We automated and implemented self-service where appropriate
We defined data standards, reporting, and people analytics capabilities
We ensured data privacy and security
We defined future HR skill requirements
We assessed capability gaps in HR teams
We designed upskilling / reskilling initiatives
We redefine roles, job profiles, and career paths
We adjusted workforce size and location if required
We develop change and communication strategy
We engaged key stakeholders (business leaders, works councils, employees)
We prepared leaders and HR teams for new ways of working
We managed transition phases and cut-over planning
We monitored adoption and employee experience
We prioritized initiatives and define implementation waves
We built a realistic roadmap with dependencies
We tracked benefits (cost, quality, experience)
We establish continuous improvement mechanisms
06
WHAT WORX :)
Transitions place disproportionate demands on leadership. We focus on what differentiates successful transitions. From our perspective is not only the quality of the strategy; it is especially the consistency, clarity, and credibility of leadership behavior throughout uncertainty. Together with our partner we developed a practical leadership playbook, tailored to three common transition scenarios.
1. Growth Transition (Scaling, Rapid Expansion, New Markets)
During this phase core Leadership Challenge includes maintaining clarity, culture, and execution speed while complexity increases. We defined the following main Leadership To-Dos:
Set Direction & Focus
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Translate growth ambition into clear priorities (what matters now vs. later)
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Avoid strategy overload; explicitly define what not to do
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Align teams around a shared target operating model
Strengthen Leadership Capacity
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Upgrade leadership skills from “doer” to “system builder”
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Delegate decision authority closer to execution
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Invest early in leadership development and coaching
Protect Culture While Scaling
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Codify core values and expected leadership behaviors
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Reinforce culture through recognition and role modeling
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Address misalignment quickly before it scales
Improve Decision-Making
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Define decision rights clearly (RACI / RAPID)
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Balance speed with discipline — fast, but not chaotic
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Accept imperfect decisions and course-correct quickly
2. Crisis Transition (Turnaround, Restructuring, External Shock)
During this phase core Leadership Challenge includes Restoring trust, stability, and momentum under pressure. We defined the following main Leadership To-Dos:
Create Stability & Trust
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Communicate early, honestly, and frequently
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Acknowledge uncertainty without creating panic
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Be visible and accessible as leaders
Focus on What Matters Most
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Ruthlessly prioritize critical business drivers
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Pause non-essential initiatives
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Establish short execution cycles (30–60–90 days)
Demonstrate Decisive Leadership
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Make tough decisions promptly and explain the rationale
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Balance empathy with clarity and resolve
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Ensure leadership alignment — no mixed messages
Support Emotional Resilience
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Recognize emotional strain on teams and leaders
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Encourage psychological safety and open dialogue
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Provide targeted support for managers under pressure
3. Merger/Fusion Transition (M&A, Integration)
Core Leadership Challenge
Aligning people, cultures, and systems while maintaining performance.
Leadership To-Dos
Create a Shared Future Narrative
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Clearly articulate the strategic logic of the merger
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Define what the combined organization stands for
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Shift focus from “legacy organizations” to “new us”
Align Leadership Quickly
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Establish a unified leadership team with clear roles
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Agree on leadership principles and decision logic
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Address power dynamics openly, not implicitly
Actively Manage Culture
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Identify cultural similarities and critical differences
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Decide deliberately what to preserve and what to change
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Model collaboration across legacy boundaries
Ensure Execution Discipline
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Clarify accountabilities early
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Avoid parallel structures lasting too long
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Track integration progress visibly and transparently
HOW HUMAN WORX WORKED
To show a clear picture of what needs to be done during transition phases and to define appropriate and tailored measures, we developed a One-Page Leadership Checklist:
Direction & Strategy
☐ Is the purpose of the transition clearly articulated?
☐ Are top priorities explicit and limited?
☐ Do leaders consistently reinforce the same message?
Leadership Alignment
☐ Are leadership roles and decision rights clear?
☐ Is there visible unity at the top?
☐ Are leadership behaviors aligned with stated values?
Communication
☐ Are we communicating frequently and honestly?
☐ Are we listening as much as we are informing?
☐ Are uncertainties acknowledged, not avoided?
Decision-Making & Execution
☐ Are decisions made at the right level?
☐ Do we prioritize speed over perfection where needed?
☐ Are decisions explained and followed through?
People & Culture
☐ Do people feel psychologically safe to speak up?
☐ Are leaders modeling the desired behaviors?
☐ Are cultural issues addressed explicitly?
Energy & Resilience
☐ Are leaders and teams overloaded?
☐ Are small wins made visible?
☐ Is support available for leaders under pressure?
I WAS HAPPY TO WORK FOR
Empower YOUR Growth
& Balance Work
