Reference

Realigning the organization of work towards future-oriented competencies

Insurance group with around 5,000 employees at various locations in Germany

Initial situation

Against the backdrop of an emerging shortage of skilled workers, the client wished to make the overall organization of work more modern and attractive. The previous leadership track was considered inadequate. The competency model and the HR tools derived directly from it also no longer corresponded to modern forms of collaboration. At the same time, there was a desire to have more transparency regarding the value of functions, also within the hierarchy.

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Approach

In intensive collaboration with the client, a specialist and a project career path were designed in addition to the management career path. The career paths were underpinned with an innovative competency model, and HR instruments and processes (e.g. target agreements, appraisals, etc.) were gradually aligned with this new competency model. The functions were mapped to the newly created career concept by means of a function evaluation, which was carried out in close interaction with managers.

Result

Based on the function evaluation, the company now has three discrete levels with corresponding salary bands below the executive board. On the same basis, employees at the top three levels were assigned to the newly defined career paths, and in some cases, salaries were adjusted to the salary bands. HR tools are now aligned with the new competency model, so internal positions can be filled much more flexibly and across departments using appropriate digital tools.

"The adaptability of HR tools is an essential prerequisite for the adaptability of companies."

Christian von Schirach, Senior Manager, zeb.move