Projects
Restructuring
Berlin, IT-Tech, 100 employees As part of a company-wide restructuring, a holistic separation management program was designed and implemented. Key components of the project included the development and implementation of targeted training measures to empower managers in dealing with personnel changes, as well as the design of a clear, empathetic communications strategy to support the change process.
To stabilize the organization and retain remaining employees, concrete employee retention measures were developed and implemented. Implementation was carried out in close collaboration with the affected departments and in compliance with labor law.
Restructuring
Nuremberg/Stockholm, Med-Tech, 150 employees Development and implementation of a comprehensive people strategy in the wake of the closure of a development department in Sweden and the relocation of functions to Germany.
The project included developing viable solutions for the affected employees, designing a structured transformation process, and planning and implementing the rollout in both countries. A key component was the successful negotiation with the Swedish unions, taking into account national labor law frameworks.
The aim was to implement the relocation in a socially responsible manner, combined with a clear communication concept and ensuring know-how transfer and business continuity.
Restructuring
Nuremberg, Med-Tech 150 employees As part of the planned closure of a company site, the project encompassed the comprehensive preparation and successful rollout of all personnel-related measures. The focus was on negotiating and coordinating with unions, as well as developing and implementing a sustainable communications strategy to support the process internally and externally.
Other key components included training and support for managers in dealing with difficult discussions, crisis management measures, and the structured implementation of separation discussions.
Cultural change
Nuremberg Med-Tech, 150 employees Implementation of a company-wide transformation project to establish an innovation-promoting corporate culture and strengthen employee empowerment, change champion for the conception and implementation of initiatives: establishment and management of focus groups and interdisciplinary project teams, development of concepts for new working environments, innovation and health, moderation of workshops
Post M&A
Nuremberg Med Tech, 150 employees Following the merger of several companies, the focus was on the company-wide standardization of role profiles, development paths, and salary structures. The goal was to create a consistent, transparent, and future-oriented job and compensation architecture.
As part of the project, positions were systematically Towers Watson evaluated, job families defined, and structured together with management. Harmonizing group-wide salary structures was a key component to ensure comparability and fairness across all units. Training sessions were also designed and conducted.
Post M&A
Nuremberg, Finance, 2,000 employees
Following the merger of three companies, the focus was on the strategic harmonization of position descriptions and career paths across several organizational units.
This included conducting job evaluations based on the AON McLagan model, defining and structuring job families in close cooperation with managers, involving the works council, and designing and implementing targeted training measures for managers.
Leadership in change
Berlin, IT, 100 employees As part of a restructuring, executives of a company were specifically supported throughout the entire separation process. The goal was to strengthen their leadership role during this sensitive phase and support them in their communicative responsibilities.
The coaching focused on preparing and conducting challenging separation discussions, professionally handling emotions, and clear, respectful communication with affected employees and the remaining team. In individual and group settings, practical methods were taught, discussion guidelines were developed, and challenging situations were reflected upon.
Through role plays and tried-and-tested templates, the managers were able to prepare specifically for difficult conversations and strengthen their personal confidence in their presentation.
Leadership in change
Nuremberg, Med-Tech 150 employees As part of a restructuring, managers were specifically supported in applying the principles of positive leadership to provide guidance in a phase of uncertainty, build trust and strengthen employee motivation.
Through individual coaching and practical input, they were able to reflect on, realign, and actively shape their leadership roles in times of change. The managers were helped to create a working environment built on commitment, trust, and confidence – even under difficult conditions.