People transformation
Attracting and developing talent.
Your HR department is tied up with administration, while specialists and managers wait for the professional advice and support a business partner should provide. Are strategic workforce planning, employee development and performance management falling by the wayside and holding back your transformation? HR is administering rather than shaping. Does this sound familiar? Then it is time for a change. Together we answer the questions that matter:
„Transformation succeeds when HR shapes the business rather than just administering it. transformis® develops HR into a business partner that gives the organisation strategic direction and enables the right people with the right skills to make an impact.“
Kira Rempel
Senior Consultant and Head of HR competence team
We see effective people management as a leadership task that cannot be delegated and must be closely tied to strategy and organisation. Line managers carry primary responsibility, while HR advises, supports and empowers. This requires HR to understand the business so it can work with specialists and managers as equals. In this role, HR becomes a key lever for lasting transformation.
HR administration becomes future-proofing. Skills gaps become development paths. Talent becomes the power to renew.
Our aim is to turn your people management into a real competitive advantage. We do this through five concrete core services. Our approach covers the entire employee lifecycle, so the impact is integrated and lasting.
We set up your HR department to work strategically and actively shape the achievement of corporate goals.
We design HR processes, interfaces, roles and standards so that HR works reliably, connects well with the business and adds value.
We develop an HR management concept that sets out strategic workforce management and ensures each department’s specific needs are handled professionally.
We introduce a tool for systematic performance appraisal that lets you derive development measures for teams and individuals.
We identify and fill your key positions so that critical roles are well staffed and long-term performance is secured.
Case study
A multi-stage change process that moved from vague complaints to new leadership routines.
Explore examples of our work and ideas for your own transformation.
All articles on this topicWhite paper
How profound organisational transformation succeeds: third-order change, genotypic transformation and foresighted self-renewal. A white paper by transformis.
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Fachartikel
An HR strategy links where the company is heading with the skills and roles it needs, combining strategic demand, role profiles, staffing and development.
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Fachartikel
The questions a company has to answer when AI changes work and value creation.
Read moreWhen missing future skills start to limit growth. A typical starting point is a talent gap: future skills are lacking, key positions become a risk and business-critical knowledge rests with individuals. In many companies, HR is too focused on administration and has too little strategic impact. HR processes are often built in ways that do not scale, which slows growth and transformation.
What we deliver: attracting and developing talent. Personnel administration becomes a safeguard for the future. Skills gaps become development paths. Talent becomes a source of renewal. By agreeing a clear division of work and responsibility between line managers and HR for the core HR functions, HR moves from an administrative function to a business partner. It provides advice and real value to departments and managers, and clear structures, processes and roles enable it to act.
We see effective people management as a leadership task that cannot be delegated and must be closely tied to strategy and organisation. Line managers carry primary responsibility, while HR advises, supports and empowers. This requires HR to understand the business so it can work with specialists and managers as equals.
We group the 23 services in this field of action into four areas: “People strategy and HR organisation”, “Attracting and recruiting”, “Developing skills and talent” and “Aptitude assessment”. Services described in detail include people strategy, the people development audit, job and requirement profiles, and talent management. The full overview is further up this page; in the initial call we relate each service to your situation.
We facilitate every working session, agree all results together in the room and document them online. Each session ends with minutes accepted by everyone present. Afterwards, transformis reviews each session internally and uses what it learns to prepare the next one.
External consultants add clear value when blind spots need uncovering, unhelpful established patterns need breaking, complex change needs facilitating, structuring and stabilising, or when neutrality and independence are needed, especially if conflict, competing goals or internal politics are blocking decisions.
A 2015 survey by transformis and East China Normal University of 218 German companies in China compared the importance and fulfilment of 37 competencies: 78 versus 58 per cent on average, with the widest gaps in social and personal skills. The transformis 360° feedback concept (2018) attributes 70 per cent of development to demanding assignments, 20 per cent to feedback and 10 per cent to training.
Your contacts are Kira Rempel (Senior Consultant and Head of the People competence team) and Moritz Welge (Junior Consultant). We start with an initial call about your situation, the people involved and the right next step. External consultants bring structure and fresh observations, not the business decision; that responsibility stays with you.
If you have questions about HR transformation, get in touch.
Let’s talk about your situation and what you want to develop in your organisation.
