Using proven methods and taking on new challenges

HRpepper shapes organizations for the future – with a curious view, fresh thinking and innovative methods. We support on a wide range of topics. And yet there are elements that run through all consulting projects. We are convinced that working with our customers requires both: we appreciate proven methods and apart from that we break familiar patterns and dare to try something new. We understand cooperation as a way of crossing a bridge that has its pillars on both sides of the river: it is always important to build bridges. In doing so, we follow our maxim of experiential orientation. We believe that a successful experience is the key to lasting effectiveness of interventions.

 

Transforming organisations

Changing cultures

Developing strategies

Assessing competencies

Empowering people

Designing personnel function

Transforming organisations

Organisations are living organisms. Their willingness and ability to constantly adapt to changing environmental conditions is more crucial than ever today. The concept of agility has already been severely strained and has now been used as a goal by almost every organization. HRpepper has already dealt with the willingness and capability of adaptation, however, even before it has become a buzzword. Nevertheless, the intervals of change have shortened. This begins on a small scale, for example in a team, and increasingly extends to the comprehensive transformation of an entire company. Then structures have to be reorganized, competencies have to be built up and future-oriented technologies have to be introduced. How do we have to position ourselves in order to achieve added value and customer satisfaction? What new management structure do we need? Questions such as these are the starting point for change projects that we design together with our clients – from analysis to sustainable anchoring.

It’s about responsibility

For the effective handling of change needs, it is always a key concept of modern management: responsibility – in the best entrepreneurial sense. How should decision responsibility be redistributed in order to achieve greater effectiveness? How can the willingness and ability to assume responsibility be better developed? Based on our systemic basic understanding, the focus of our support at this point is often to accompany executives and change agents in the selection of such measures, which show the people in an organization their potential with regard to the upcoming change and stimulate the individual as well as intra-individual reflection processes.

Enabling experiences

Organizational prototyping methods have proven to be effective in this respect. This means that, based on the Employee Experience Design approach, we examine the question of what experiences employees and customers should go through during and after a change. In this respect, interactions, messages and artefacts that determine the way people interact with each other are aligned in such a way that they enable the intended experiences to be characteristic of the target state after a successful change. In this way, fears and resistances, which play a major role as the social dimension of change in every transformation, can also be liquefied.


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Changing cultures

Changing cultures in organisations is not an end in itself. There is always an intention and an objective behind this wish. This needs to be clarified first. Clarity is especially important against the background of many different cultural concepts and “expectations”. Our proven and scientifically based analysis tools are aimed at the different levels of an organizational culture: behavior, values and attitudes as well as self-evident convictions. They include both qualitative and quantitative methods as well as digital and analogue methods. The analysis through participation is already an important intervention and influences the willingness to change and the expectations of members of an organisation.

High degree of transparency

Our aim is to enable managers and employees to better understand the specifics of the respective corporate culture and to discuss them with a view to a target culture. As part of this exchange, we are relying on innovative formats that enable a broad range of active participation. We then develop a change architecture together with the customer on the basis of the target/actual analysis, with which the actual implementation is determined on the basis of measures and methods. Of course, we are guided by the ideal of an iterative approach.

We always rely on a high degree of participation and transparency – be it in digital or analogue analysis, the development and implementation of effective measures, the qualification of managers and employees, workshop formats or accompanying communication.


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Developing strategies

Many complain that within organisations people do not think enough for oneself. This also has to do with the traditional way in which strategies are developed. However, given the dramatic increase in market dynamics and shorter innovation cycles, the half-life of corporate and functional strategies is rapidly declining. The classic planning paradigm of “strategic management” is no longer up to date. Rethinking is necessary. Flexibility is far more important to most companies than it was many years ago. This is accompanied by the need to establish a basic entrepreneurial attitude at employee level in order to make each individual undertake responsibility for achieving common goals more strongly than ever before.

Agil-participatory approach

HRpepper’s agile-participatory approach incorporates both aspects: In addition to the analytical tasks of strategy work, creative and innovative methods help to enhance organisational potential and thus establish a culture of innovation. We combine design thinking approaches with classic strategy tools. At the same time, we involve as many organisational members as possible in the strategic development phase. Top management provides orientation by selecting, for example, fields of action. The transition between development and implementation is successful for our customers, mainly due to the high degree of transparency and acceptance, and the implementation is much faster. In addition, our approach contributes to the concrete development and implementation of the strategy as well as to establishing a new quality of cooperation. Serious participation and constant attention to innovation potential are experienced and carried into the organisation.


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Assessing competencies

Many consultancies offer a methodically flawless and DIN standard compliant personnel diagnostics. No question about it. How would it be if not only the basic quality were given, but each procedure would also be a contribution to future transformation? At HRpepper, we understand every diagnosis as an intervention that triggers learning at the organizational and individual level. In our projects, we take into account the sensitive, corporate context, necessary transformations and the symbolic impact of personnel diagnostics in the organisation. Depending on the process objective, defined competencies and corporate culture and situation, we develop tailored processes for you. We do this with great sensitivity and experience components for the participants. We have already gained a lot of experience in the use of diagnostic procedures in agile, self-organized teams. Part of our consulting approach is giving the client a clear assessment and a reliable vote on the assessed persons.

Everyone can develop further

We follow a resource-oriented learning concept: each participant can develop further if he or she takes responsibility for it. We accept responsibility for the individual participant and rely on a partnership-based and reliable approach. Appropriate feedback architectures with different stakeholders are the starting point for systematic further development and serve to make the process transparent. Most importantly: We do not only carry out the procedures, but also see ourselves as process facilitators. This means that your questions about accompanying communication and the further development of the people concerned are in good hands with us.


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Empowering people

Seldom before, the demands on people in organisations have been more ambiguous. They should be flexible but persistent, collaborative and goal-oriented, digital-minded and able to relate, or creative and thereby efficient. Our development projects address these potential contradictions and help the individual to orientate himself/herself. We often use methods ranging from learning journeys to start-up simulations and classroom training in adventure rooms. We are convinced that modern personnel development can create significant added value in the organization. This requires clarity about expectations and requirements, a high level of experience orientation, a transfer oriented concept thinking and strong networking of participants beyond means as well as a focus on participants’ own responsibility.

Collaboration as the central key

HRpepper has gained a lot of experience in development projects – partly as independent projects, but often involved in larger transformation processes. We also advise on the development of teams. We see the cooperation of people in an organization as a central key to winning the future. The labels that have become more modern, such as New Work, eye level, collaboration etc., have a common basis in terms of definition: successful collaboration is a necessary but not sufficient condition for entrepreneurial success.


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Designing personnel function

As soon as a new trend topic appears on the horizon, advisors, forward thinkers and evangelists have the urge to prove that the human resource management is irreplaceable for all times. Even if it is justified to take advantage of opportunities, it is also important to avoid the HR function being perceived only as a “fashion house”. At HRpepper, we are firmly convinced that there is no such thing as “proper human resources work” for all companies.

It is crucial that HR makes the greatest possible contribution to the achievement of organisational goals and that the HR business model and HR strategy are individually aligned. No matter which way is necessary to ensure that the HR function can make the greatest possible contribution to the company’s success: We support you in the conception of a tailored model that is accepted in the organization and offers recognisable added value, as well as in the development and implementation of the right HR strategy – including the appropriate HR IT landscape.

Agile approach with a view to business requirements

Depending on the maturity of the organization, we rely on the greatest possible participation as well as an agile approach with a view to the business requirements. With regard to HR portfolio management, our approach follows the idea of Employee Experience Design, i. e. the attitude that should be perceived by the customer is reflected in personnel instruments. We combine design methods with classic approaches and achieve a balanced relationship between customer-oriented HR products and efficient service processes. With an iterative approach, we create real results that can be implemented immediately and thus ensure a high degree of mobilisation of all those involved in the process.


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