Effective personnel management
No organization functions without motivated and qualified employees. Therefore it is important that the employee relations are effectively managed. The design of an effective HR strategy should cover the entire employee lifecycle - meaning Recruitment/Onboarding, Development and Retention and Exit. In practical terms, we are referring to elements like: recruitment & selection, induction of new staff, leadership, career guidance, employment conditions, training and sickness absence management. All these activities form the visible and traditional part of personnel management.
In many organizations there is a move from Personnel Management to Human Resource Management(HRM). This is a management philosophy in which the HR tasks are placed back to line management and the HRM department is responsible for HR Strategy and supporting managers in the implementation of the practical parts of personnel management. HRM is strategically anchored in the organization and the managers have an important part and say in the implementation of the personnel policies. The switch from Personnel Management to Human Resource Management has major internal consequences, for the management team, for the HR processes in your organization and also for the required knowledge and skills of your managers.
Strategic decisions lead to HRM issues
Nowadays, changes within an organization follow each other faster and faster. These changes are mostly not primarily aimed at changes in personnel. For example, they aim to improve competitiveness or to safeguard the survival of the organization. But a change of course of the company often has consequences for employees or the workforce as a whole. Questions that could arise are: What does the change mean for the size and content of the workforce? What consequences does digitization have for the duties and competences of our employees in the future? How do we implement more self-managing teams now that the organization has fewer management functions? How do we implement the divestment / reduction of an organizational unit, what are the legal frameworks for relocation and / or dismissal and how do we communicate with employees, the Works Council and trade unions?
All issues of a strategic nature where an external and independent consultant is of great value for your management team and/or your HR department.
MOBILIS
Mobilis offers temporary support and consultancy for Personnel Management and/or Human Resources for organisations and teams. With a theoretical basis in Law, Human Resource Sciences, coaching and NLP and vast (international) work experience, Mobilis has become an experienced external partner to assist you with your human resource management.
HUMAN RESOURCES projects completed to date
Hiring/Deployment - Recruitment and selection of staff in various disciplines. Headhunting of female top managers in all kinds of sectors. Recruitment and selection of specialized personnel for international customers in the shipping / aviation and road transport sectors. Recruitment and selection of temporary workers, expats / International staff. Total interpretation of a new team structure including the creation of new job profiles. Design and implementation of several new departments. Structure Induction procedures and practical onboarding for new staff.
Employment conditions - Management advice regarding Collective Labor Agreements and Civil Service Law. Drawing up unilateral appointments and bilateral employment contracts. Terms of employment interviews. Realizing and implementing a new flexible employment conditions policy. Consultation and coordination with Works Council, Trade Unions and Ministries of Education on changes in employment conditions. Harmonization of employment conditions for staff transfer to external company. Coaching of foreign employees and secondments.
Talent management - Research, assessment and design of a multifunctional Talent Management system. Research in several countries into the system of development and learning and interviews to identify factors that counteract learning and factors that promote "learning." Based on the research, a framework was delivered with all elements that promote learning - including clear and easily accessible training system, good performance systems and interviews, mobility systems such as "job swap".
Learning & Development - Design and management of business office for internal and external training, contact person for all external training. Developing and implementing a large L&OD process for all department employees for the next 10 years, design and implementation of annual training plans and coordination and communication with external trainers. Training and coaching of changing P&O teams (decentralization, professionalization, culture change), both on professional tasks and on communication and advisory skills. Set up projects Personal Training Plans. Training and guidance for supervisors in their new P&O responsibilities. Planning, coordination and trainer of IT training. Setting up and conducting workshops in areas such as change management, communication, applying for jobs, consulting skills.
Sickness absence - Project leader reducing sickness absence within an IT department (from 26% to 7%) and process management with regard to personnel problems (including through individual training and coaching on interview techniques). Coaching and training of employees and a P&O team in reintegration process and cooperation. Case management in line with WIA and advising managers with regard to sick leave.
Exit/Separation - Advising, among other things, on senior policy, optimization of workforce, supervising project rightshoring, supervising external career trajectories and project early retirement for extra redundancy staff.
HR processes and strategy - Design and implementation of personnel policy and HR processes for the entire organization. Process advice with regard to reorganisations, including setting up a new organizational structure, relocation / dismissal procedures. Process advice on HR projects such as decentralization of HR teams. Coaching of various HR teams for the professionalization of HR services and processes. Develop and monitor the quality policy. Investigated in several countries on the processes followed with regard to decisions made in processes of internal recruitment, placement and / or dismissal management and employees for determining the legality of actions and decisions. Evaluating the staff development plan, research and giving a final opinion on objections from staff about decisions taken. Many consultations with HR departments, Works Councils, trade unions and individual employees to arrive at a good final assessment.
HR Shared Services (International) - Coaching and advising three HR Shared Services (R&D, Talent Management and Reward) on improving processes and set-up.
Professionalisation of HR processes - Coaching / of the Indonesian HR team and HR Manager, for the improvement of all HR processes (especially recruitment, performance management and administrative processes); Support Director with regard to design and implementation of new organizational structure, individual coaching of employees with regard to culture and structure
Hierarchical Leadership - Hierarchical leader in a matrix structure (45+ decentralized employees). The assignment is to provide peace and structure, advise and support during a major reorganization, all HR tasks for own group employees. - Lead the HR team (3 fte)), individual coaching and training in cultural change HR department, advice and coaching with regard to organizational development and strategic HRM, process management for the implementation of a new job and wage building. -Hierarchical management of the HR team (7 FTE) and supervision of the decentralization HR department and assurance of HR processes in line.