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The pace of change is ever-growing, yet most organisational structures and the people working within them are struggling with this.

Globalisation has extensive ramifications. Sales markets become more international and more flexible but also the employment market changes and people with specific capabilities are today being recruited worldwide. Employees are frequently confronted with the ramifications of outsourcing, insourcing or decentralisation as well as with ever-changing forms of employment and working relationships.

Hence, new requirements become the focus of attention i.e. flexible and curious, ready to keep rethinking and learning, assertive and professional beyond doubt. Such or similar are the qualities expected of employees in internationally operating organisations, companies and administrations. However, not everyone has the confidence where anxiety and uncertainty can readily exert an inhibiting influence.

Today, organisations and individuals have to be continually adaptable. Measures for the ongoing development of human resources and organisations are therefore the key to their future viability.

Again and again, new processes need to be designed, individuals need to be assisted in doing so and fears of challenges need to be released. If individuals are not involved in the change or not sufficiently prepared for it, they will “back – out” at some time or another with immense damage for the organisation or project.

On the basis of this experience, Martina Schubert has developed a holistic approach to consulting which integrates the perspective of all protagonists. From the first step of the planning to the realisation of the mutually agreed schemes, she assists internationally operating organisations, companies and administrations with the knowledge that the success of a business or project (especially in an international context) crucially depends on the development being controlled by a human resource strategy.

Human Resources Development

The working environment is altering worldwide; general job profiles and individual requirements change faster and employees are increasingly faced with new challenges. A lot of that which someone has learned during his or her professional training, or the knowledge and skills acquired in the following years, will most likely be no longer in demand before long. Whoever wants to find a way through this maze, will have to flexibly follow transitions or co-create them.
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Organisational Development

Organisations, companies, administrations and non-profits all have to change. Nothing is more constant than change, as Heraclitus already knew. Whether it comes to the reduction of bureaucracy, more effective application of funds or enhanced orientation toward achievement and efficiency, the respective management needs to consistently optimise the processes and reform the structures.
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