Hager Group has experienced a variety of organizational changes over the past five years. While the company has been undergoing a global digital transformation, Hager’s HR group has simultaneously gone through a transformation in terms of becoming a global organization, implementing HR partnering, shared services, establishing centers of excellence and enhancing our talent and learning organization in terms of group learning.
Historically, learning and development and HR at Hager were very focused within their respective countries where Hager has different locations , especially in the two main countries France and Germany. The HR and learning and development teams worked on a very local basis and did not have a common global working scope. But this has changed tremendously in the company since it has switched to becoming a truly global organization, and this is what made it important for employees to collaborate across borders and to speak a common language.
Functions like IT, engineering and other functions, were working together more often on a global basis and needed to have a common language so they could work more efficiently and successfully.
Hager has locations all over the world with 22 production sites in 10 different countries and is selling solutions in more than 120 countries worldwide – even if employees are not collaborating on projects on a daily basis, there is still the need for people to communicate across borders.
Coming together as a global team does not only mean having a common language to successfully collaborate, but also means having the same processes and approaches across the globe. This has all been part of the process for our global transformation. To approach this, we defined “six change levers” to accelerate the transformation: Customer Centricity, Global Perspective, Integration, Common Language, Leadership and People. Our HR organization was involved in all change levers and respective initiatives.