People Platform

The competition for IT specialists increasingly determines how relevant a digitalization partner can remain for its customers. The so-called People Platform is intended to ensure that an attractive employer does not emerge from isolated HR measures, but from a consistent experience across the entire employee journey – from entry, through development and co-creation, all the way to departure. The core benefit lies in fulfilling a credible employer value proposition, keeping turnover low despite the skills shortage, and maintaining both satisfaction and application numbers at a high level – and to this end, aligning local, scattered initiatives toward a shared direction, a shared language, and a shared understanding of leadership.

Methodologically, the initiative is based on a program roadmap structured along the Employee Journey with eight fields of action – from leadership and responsibility, through recruiting and onboarding, belonging and communication, and professional development via Practice Areas and Career Service, to compensation, HR service, and alumni. The approach is user-centered, iterative, and workshop-based: In a kick-off, personas, empathy maps, and scenarios were used to make the needs of existing and new employees and managers visible; initiatives derived from this are owned by initiative owners, implemented in sprints, and refined using canvas formats. Central guardrails – a shared leadership model, a role-based compensation model, 360° feedback, and reusable development modules – are deliberately combined with decentralized responsibility in teams and locations, so that a shared signature and local proximity work hand in hand.

The project particularly required program and project management, change management, and organizational development – from conceptual design to building a cross-location program organization with initiative owners and regular coordination routines, through to managing implementation in two-week sprints with transparent progress and risk tracking. Progress was continuously made visible via the intranet, standups, and company-wide formats. Ultimately, the organization was able to benefit from a new shared leadership model, a new structure for knowledge management (with the Practice Areas), defined expert career paths and transparent development paths, as well as cross-cutting formats such as international open spaces and conferences.

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