New structures, new tasks, new faces: The Human Resources department has completely changed. Headed by Director Global Human Resources Dr. Rebekka Skubinn, HR People & Culture regards itself as part of the strategic, structural, and cultural transformation at Bischof+Klein. HR Services under the leadership of Kristian Klug is driving the topics of labor relations (works council), accounting, and certification forwards. 

In the interview, Dr. Rebekka Skubinn offers a look behind the scenes at HR People & Culture. What strategy is the department pursuing, how does it perceive its mandate, and what new requirements is it meeting? 

The personnel department is now called Human Resources. Isn’t that just a newfangled term for the same thing?
The role of HR is changing. Previously, it had an extensively administrative focus. Now, it is increasingly becoming a strategic partner for all departments. HR People & Culture makes sure that there is consensus on important topics throughout the entire company. Only this enables the success of changes that will make Bischof+Klein fit for the future. Our vision is to be the driving force and catalyst for the changes needed to make Bischof+Klein future-proof. 

Why are changes necessary?
In the future workshops two years ago, we discussed the challenges and new requirements facing Bischof+Klein: customers placing orders at increasingly short notice, growing uncertainty in the supply chains, increasing demand for sustainable products, and digitalization for increased efficiency, etc. All of these necessitate changes in (management) behavior. Helping to shape this development demands HR work that is different from what was previously the norm.

What is the result so far?
While the department was first and foremost concerned with administrative processes in the past, strategic HR work is now required today – the organizational evolution of a department, development plans for our talents, or coaching in challenging situations, for instance. Feedback shows that this is exactly what the organization needs.

There are a lot of new faces. How has the work in your department changed?
HR People & Culture has a new structure with the three sectors of partnering, recruiting, and development. We need strong individuals who are able to make decisions independently. The management is less involved in operational decisions and deals more with overarching issues such as the corporate culture.

There are a lot of new faces in the HR department. What do you think about that?
Fluctuation isn’t a bad thing, but an opportunity for everyone. We experience how staff develop, which is healthy for the organization. In view of the numerous changes, it would be strange if this had no impact on the workforce.

What is particularly important to you personally?
It’s important to me to actively talk about the changes and to understand how they personally affect each individual. We need an open feedback culture. We ask staff what they need to develop their full potential. Development opportunities are available internally for each individual who is willing to learn something new.

What are your wishes?
A positive working environment is necessary to put in top performance. Everyone is delighted by the positive results of their work. We want to unleash the employees’ enthusiasm, foster their intrinsic, i.e. their inner, motivation, optimize expertise and cooperation, and jointly steer Bischof+Klein towards being fit for the future.

What is needed to do that?
Giving trust and responsibility, but also receiving them. To do that, we need a corresponding culture of psychological security in which decisions can be taken and mistakes are also permitted to be made. Managers can support their employees and back them up. At the same time, it is important for staff to also accept responsibility, continue learning, and tackle their issues proactively. 

Which other values are important to you?
An active learning culture! That means that the same mistakes aren’t made time and again. Simple mistakes are gradually eliminated because the underlying process is improved in such a way that the mistake can no longer occur. This means that individual processes, and ultimately we as Bischof+Klein, become increasingly better. At the same time, it means that we avoid overtaxing employees and the departments.

What role is HR playing in the cultural transformation?
The HR management is an integral part of the core cultural transformation team and advises the executive board. Shaping culture can’t be delegated. It is a management issue, which is why we are focusing on the development of managerial staff. Large parts of the HR Change team are also part of the cultural transformation team. We are supporting this cultural development through various offers and measures as culture pilots or facilitators. 

Is HR playing a pioneering role?
We see ourselves as an inspiration and example. We have the same issues as other departments and managers. These are often involved too extensively in the operational business. Our team has shifted away from a highly operational, administrative orientation towards subject expertise, personal responsibility, and effective teamwork. This is based on trust and appreciation, on which efficiency and performance can be built. In this process, we were supported by a coach with whom we conducted regular reviews, retrospectives, and content workshops.   

Your message?
Managers should create an environment in which employees are able to discover their intrinsic motivation and bring it to bear. Pressure is not sustainable. Everyone should be willing to continue learning and also to familiarize themselves with new fields, up to a high level of expertise. Then we will be successful together. There are many highly-motivated people at Bischof+Klein who give of their very best!