Incident management center reorganization

Context

The incident management center solved problems manually and reactively. Improving the indicator required more than better training for the existing team: it required rethinking which roles the function needed, at what seniority, supported by which system.

My role

HR Business Partner responsible for the organizational redesign and the change management of the function.

What I did

• Design of the new structure applying strategic workforce planning.
• Definition of the new role profiles, at the seniority the target model required.
• Running the people moves, the most delicate part and the one that most needs one-to-one conversation.
• Communication and support to the leadership team throughout the transition.
• Tracking of organizational impacts after the change.