We help directors and human resources managers transform their businesses.

HR responsibilities have changed dramatically in recent years, moving from the role of manager to business partner. The division's area of activity is also changing as it is now expected to contribute to company strategy, transformation projects and daily interactions with managers.

With this in mind, we bring HR staff solutions helping them meet their company's strategic objectives.

Colombus Consulting draws from countless previous HR projects in a wide range of sectors, both public and private. We help HR staff achieve their performance targets and maintain the quality of social dialogue :

  • We advise HR teams on how to make their actions legible, direct and measurable
  • We help HR divisions situate transformations in the long term, supporting employees and managers to make the purpose clear
  • We work alongside senior managers and staff representative bodies to guarantee quality dialogue.
Success story
1.
Supporting a human resources transformation programme

The context :

A banking group launched a HR transformation programme to help all the group's French affiliates consolidate their activities within the HR Division's shared services centre. We were chosen to structure and implement this consolidation.

WHAT WE ACHIEVED :

We were involved in three areas: redefining and reorganizing the HR services offering, reorganizing resources and providing communication aimed at all levels of the company.

WHAT WE ACHIEVED :

On completion of our work, eleven group affiliates joined the shared services centre (SSC), accounting for approximately 120 HR staff managing 6,500 employees. The target was achieved, the affiliates' HR divisions were able to lead the employees through the change with no decline in the quality of administrative management.

2.
Supporting the development of a national HR roadmap

The context :

In a post-merger context, the HR Division of an energy services provider wanted to develop a HR roadmap contributing to a teambuilding project by positioning the HR Division as a business partner to the transformation. The roadmap had to be based on national and local challenges and align the different HR practices then in force.

WHAT WE DID :

Firstly, we analyzed the company project and interviewed regional HR managers and HR managers in central roles. This first phase developed the operational rollout of the contributions expected by the company and then formalized the roadmap in cooperation with the HR system. Our client chose to pursue our cooperation to support the implementation at national level.

WHAT WE ACHIEVED :

From an operational point of view, our work made it possible to develop a shared roadmap aligned on the company's strategic needs.
From a strategic point of view, the HR Division was able to meet the senior managers' new expectations and the successful transformation gave it an opportunity to highlight its positioning as business partner.

3.
Reviewing processes and the HRIS in line with a new collective agreement

The context :

A public sector organization launched a redesign of its HR processes and the associated IS (time and task management, pay, etc.) following the renegotiation of a new collective agreement.

WHAT WE DID :

We audited time and task management to structure changes to the HRIS and related processes. In a second phase, we analyzed the existing situation and conducted an impact study to identify the developments associated with the new target tools. We then organized workshops to formalize new processes and highlight the added value for users.

WHAT WE ACHIEVED :

Our support made it possible to simplify and standardize the time and task management process and make it a management tool and driver.