An HR transformation consultancy that delivers high value
In highly complex HR environments, where causes can be nuanced and the effects long-term, successful transformation is all the more difficult to achieve. The complexities are multiplied by the many different ways that human resources affect every aspect of your business.
But HR can deliver great value – from reducing inefficiencies and costs through to focusing your workforce more effectively on improving the performance of your business. You can’t afford to miss out on opportunities or get the task wrong. Drawing on our deep experience, we can help across all three main areas of HR transformation: setting HR strategy, driving business change in HR, and delivering systems and process changes.
Massive thank you for your contribution to our transformation journey - you have made a big difference and I shall be very sorry to see you go.”
HR Director, a manufacturing company
HR transformation consultants who tackle complex challenges
We can help you tackle your most high value, complex HR challenges – for example, larger systems-driven change in back-office processing, or smaller but equally complex projects in specialist areas, such as talent and resourcing.
By helping you gain a deeper understanding of the particular nuances and complexities of HR transformation, you’ll be able to more effectively mobilise and implement change.
An HR transformation consultancy that works at scale
You might be undertaking a number of projects at once, creating a big coordination challenge across business areas and requiring stakeholder engagement. Or maybe you want to make a substantial change in one area, such as overhauling learning and development across your business around the world. Either way, our consultants can help you achieve your desired outcomes – from working with you to set an HR transformation strategy through to planning and helping to lead the transformation.
HR transformations: setting direction and selling it in
With our critical skills and experience, we can help you set direction and define and sell in change across the business. Persuasion is everything when it comes to the HR challenges of driving business change. Working together, we can make a big difference in analysing, codifying and telling your HR transformation story to the wider business. With our help, you can connect your transformation in strong and positive ways to your wider business, allowing you to embed and sustain lasting change benefits.
HR transformation consultants who combine empathy with rigour
Our deep understanding of the HR function – its characteristics, role, issues, trends and developments – means we speak the language of HR. At the same time, we can apply our core project management rigour and skills to your particular HR environment, recognising your organisation and your situation are unique and require a tailored solution.
We also apply sharp intellect to help shape and tell your story, alongside critical stakeholder management skills. All ensuring we engage the right people across HR and the wider business to fully support your HR transformation strategy.
We combine our transformation expertise with a deep understanding of HR challenges. Working closely with you, we can connect your HR transformation strategy to the wider organisation and ensure your programme achieves real business outcomes.”
Kirsty Nethersell, Partner
Clients often ask us…
Question 1
How do I identify and overcome the barriers to HR transformation within my organisation?
Question 2
How do we successfully implement change when our HR challenges are so complex?
Question 3
How can we realise the full benefits of our HR transformation strategy?
Question 4
How do I achieve a successful HR transformation within my budget?
Question 5
How can I gain senior leadership buy-in for my HR transformation programme?
Question 6
How do I engage the wider business on my HR transformation strategy and secure their support?
Client stories
Next generation collaboration and productivity tools
This global FMCG organisation promoted collaborative, efficient and flexible ways of working through the use of the latest cloud storage, instant messaging, on-line meetings and video presence technologies. A change management team had been established but was struggling to support the pace of delivery. Senior stakeholders were unclear how employees could prepare for and adopt the change and, as a result, were losing confidence in the overall programme.
Berkeley's involvement
The organisation asked Berkeley to carry out a fast-paced diagnostic review and then invited us to take on leadership of the change work. Berkeley quickly developed an overall change approach and plan and re-aligned the existing team around this. The reinvigorated change team became a credible part of the overall programme team, working effectively across all work streams.
The new clarity around approach and roadmap, along with the successful go live to thousands of people restored stakeholder confidence and built a strong set of relationships for the future.
Workday and Cornerstone migration
We led the evaluation, selection and migration of core HR platforms onto Workday and Cornerstone
This was for 170,000 users across 106 countries, including the integration to over 40 payroll providers.
A FTSE 40 pharmaceutical
We delivered a programme to implement a new compensation and benefits scheme in a FTSE 40 pharmaceutical, which employs 60,000 people globally.
The company was at the early stages of implementing a bold new business strategy with the aim of doubling its revenues over a 6-7 year period. As part of delivering this strategy, the company wanted to align employee reward more closely to company performance; encouraging everyone “to be their best every day” and removing a sense of “entitlement” which had crept into some parts of the organization.
Berkeley's involvement
Berkeley were asked to take on roles as a Programme Manager and Change Lead. The programme successfully implemented a new employee benefits platform and transitioned all UK staff to a rationalised set of people policies, terms and conditions.
The need for strong change management disciplines was a key aspect in securing support for the programme. Significant amounts of face-to-face time was invested with each business function to ensure endorsement and advocacy from their respective leadership teams. This enabled UK leaders to not just support, but “own” the proposed changes when communicating to their employees; which was critical in driving the ongoing mindset change desired.
Change management for a pharmaceutical company
The Global HR Team were responsible for the roll out of a new ERP system and processes to support Employee Development Plans, High Potential Identification, Talent and Succession Management. Five months from Go Live, the team had not sized the change impact, had no change management plan and had not begun design or build of the training material.
Berkeley were asked to take over and turn around delivery of change management on the programme. Our work enabled the programme board to quickly make informed choices on priorities and trade-offs and we then successfully drove delivery of the critical change activities through the local senior management and HR functions, enabling a successful roll out concurrently across 108 countries and 80,000+ employees.
Client stories
This global FMCG organisation promoted collaborative, efficient and flexible ways of working through the use of the latest cloud storage, instant messaging, on-line meetings and video presence technologies. A change management team had been established but was struggling to support the pace of delivery. Senior stakeholders were unclear how employees could prepare for and adopt the change and, as a result, were losing confidence in the overall programme.
The organisation asked Berkeley to carry out a fast-paced diagnostic review and then invited us to take on leadership of the change work. Berkeley quickly developed an overall change approach and plan and re-aligned the existing team around this. The reinvigorated change team became a credible part of the overall programme team, working effectively across all work streams.
The new clarity around approach and roadmap, along with the successful go live to thousands of people restored stakeholder confidence and built a strong set of relationships for the future.
We led the evaluation, selection and migration of core HR platforms onto Workday and Cornerstone
This was for 170,000 users across 106 countries, including the integration to over 40 payroll providers.
Service
HR strategy and operating model
Service
Digital, data and technology
We delivered a programme to implement a new compensation and benefits scheme in a FTSE 40 pharmaceutical, which employs 60,000 people globally.
The company was at the early stages of implementing a bold new business strategy with the aim of doubling its revenues over a 6-7 year period. As part of delivering this strategy, the company wanted to align employee reward more closely to company performance; encouraging everyone “to be their best every day” and removing a sense of “entitlement” which had crept into some parts of the organization.
Berkeley were asked to take on roles as a Programme Manager and Change Lead. The programme successfully implemented a new employee benefits platform and transitioned all UK staff to a rationalised set of people policies, terms and conditions.
The need for strong change management disciplines was a key aspect in securing support for the programme. Significant amounts of face-to-face time was invested with each business function to ensure endorsement and advocacy from their respective leadership teams. This enabled UK leaders to not just support, but “own” the proposed changes when communicating to their employees; which was critical in driving the ongoing mindset change desired.
The Global HR Team were responsible for the roll out of a new ERP system and processes to support Employee Development Plans, High Potential Identification, Talent and Succession Management. Five months from Go Live, the team had not sized the change impact, had no change management plan and had not begun design or build of the training material.
Berkeley were asked to take over and turn around delivery of change management on the programme. Our work enabled the programme board to quickly make informed choices on priorities and trade-offs and we then successfully drove delivery of the critical change activities through the local senior management and HR functions, enabling a successful roll out concurrently across 108 countries and 80,000+ employees.
Service
ERP programme delivery
Sector
Pharmaceuticals and medical
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