We support our clients in developing and achieving their strategic and HR-political targets

Once corporate decisions have been taken, the p3 consultants ensure successful implementation of the ensuing strategies. We concentrate on selected clients, working in close, and in most cases, long-term collaboration with them. In our projects we focus mainly on the core areas of Change – Leadership – Human Resources. Project planning, implementation and review show how closely interconnected these areas are and how critical their mutual interaction is for the success of a project.

One key issue within the framework of change processes is how clearly management staff define and forge their roles and their relationships with their employees. Managers who embody their role pro-actively and bindingly gain the trust of their employees and in doing so surmount unavoidable phases of uncertainty during change. At times, the managers themselves may need support in their roles as multiplicators and corporate culture leaders. In addition to this, managers are responsible for the development and adaptation of their employees to the new requirements. A fundamental mid-term perspective is formed on the basis of the HR strategy with corresponding measures, instruments and programs. To be able to make these available, the HR Department positions itself well in advance as a strategic consultant within the company. In addition to the fundamental architecture of the HR development system as a whole (for example, leadership competence and culture structures), Human Resources Management can also provide accompanying supportive measures, in particular during ongoing change processes. Alone this brief outline already demonstrates the relationships and interdependencies in the areas of Change, Leadership and Human Resources Management in daily practice. The p3 consultants operate in precisely these areas and, depending on the situation and requirements of the company, provide support as consultants, facilitators, trainers, process consultants and interim managers.

Change

Support during change processes

Decisions on dramatic changes and the associated requirements such as new business models or restructuring projects are taken within the company. The p3 consultants provide support in developing the requisite strategies. In close cooperation with the people responsible for the relevant area, we develop implementation and communication concepts to suit the respective corporate culture. This frequently includes planning Town Hall meetings and preparing managers for upcoming interview or conflict situations.

In addition to this, the focus is on the mindset and behavior of employees and managers: success depends on the readiness of all stakeholders to bring about change. We provide support during the process in which all the stakeholders identify with their roles in the new situation. The change culture practiced is thus forged by the managers and leaders. They are not only role models and multiplicators for a constructive approach to the requisite changes but also and particularly for dealing with the personally demanding situations that must be surmounted during change processes.

Employees are faced with the challenge of finding their bearings amidst changed processes and structures and of actively assuming responsibility. This means taking full advantage of the scopes of action available and supporting changes.

Focused and with respect, the p3 consultants help the key players make their contribution to a successful change. To do this we draw on a broad-ranging portfolio of supportive measures and intervention options that are exclusively planned and implemented with acceptance and sustainability in mind.

Leadership

Leadership culture and leadership competence

In cooperation with our clients we revitalize or develop the framework for practiced leadership within the respective corporate culture and organizational framework, for example in the form of leadership guidelines, values and meetings.

Above and beyond this we combine our own experiences with state-of-the-art practice and concentrate on mission-critical leadership competences. Our portfolio of workshops and training for management staff consequently ranges from measures for beginners in new management positions to thematically and methodologically highly focused events for experienced leadership professionals. All measures refer directly to the conditions and framework expectations of the company, have a sound employment legislation foundation and, in particular, offer comprehensive possibilities for practical exercises and exchange. The focus is clearly action-orientated and based on actual, practice-relevant issues of the respective management level.

We are often assigned the confidential task of designing and implementing complete development programs for managerial staff and supporting them as the host. The orientation and architecture of our programs are clearly aligned to the defined objectives, which can range from the creation of a talent pool for future executive staff to the extremely value-oriented training of excellent leaders.

Our programs always comprise a variety of work formats. We perceive our training modules as pathfinders, or as practice-oriented stimuli, guiding our participants along their individual road to development. Young executive talents, in particular, must be introduced as early as possible to the real-life challenges of daily business operations. In cooperation with the respective supervisors of the participants, we create opportunities for the development of and reflection on essential leadership competences.

Human Resources

Human capital as a success factor

The area of Human Resources is coming increasingly to the forefront of attention; human capital is not only being recognized as a critical success factor but virtually as the decisive competitive advantage per se. This focus is currently being intensified by an all-encompassing change that is taking place with increasing speed as well as by an increasingly urgent demand for innovative competence.

Against this background, the call for strategic analysis and a corresponding Human Resources Management orientation is also becoming increasingly urgent. In addition to the clarification of HR policies and the classic principles of human-resources strategies, a corresponding HR strategy must also be formulated and ideally integrated into HR processes. Ideally, these reflections will ultimately lead to interdisciplinary planning and ensure concentrated unequivocal support for the corporate strategy.

p3 advises and supports the HR Department on its individual path of development into a Business Partner.

The key concept of "Human Capital as a success factor" also raises the question of how this capital can be identified, recruited, fostered and bound to the company in concrete terms.

p3 advises and supports the HR or HR Development Departments on their individual paths towards developing existing instruments into sustainable Talent Management. The starting point for development / integration lies in this respect in HR marketing, the recruiting process, a career model with an appropriate promotion process and a strategically oriented HR Development policy in the broader sense. The most effective framework for these instruments is provided by employee retention measures and suitable Performance Management. This must be followed by reflection on position assignment and succession planning.

Individually customized approaches and the careful integration of all design elements are decisive for sustainable solutions.