The multinational political organization ASEC in South-East Asia had to cope with an increasing number of tasks. The number of highly qualified experts was not sufficient for this. The organization was faced with the acute difficulty of recruiting these experts in a tight market and minimizing turnover among the experts. In addition, the deadlines set for the organization were unrealistic. A particular challenge in the context of this interim mandate for personnel development was to do justice to the intercultural diversity among the representatives of Asian nationalities.
The aim of the 8-month interim mandate with extended on-site visits was:
- to develop a holistic HR strategy with the organization
- to upgrade the existing, rudimentary performance management system and integrate it into the logic of the HR strategy and
- to develop an internal communication concept to create transparency in the organization.
After an extensive document analysis, the HR interim manager agreed the approach with the client. This was followed by qualitative, semi-structured interviews with the majority of managers at all hierarchical levels. The evaluation and presentation of the results to top management was followed by workshops with the first and second management levels. The main topics here were the HR strategy for the next five years and a pragmatic and comprehensible performance management system with a focus on very different leadership skills. In a further workshop with the HR department, the HR interim manager worked with the employees on HR and change know-how as well as the implementation of the agreed change measures.
Targets prioritized and feasible level determined
As a result, the overly ambitious goals of the organization were logically prioritized and reduced to a feasible level. The timeline for introducing the various measures was extended. After many discussions, the organization understood that it was more about quality than quantity. Internal communication ensured greater acceptance of the change process.
