Amrita started with getting to know the organization and employees. Most employees have been with the organization for many years and the culture can be described as open with committed employees. Listening, strengthen the relationship and learning from employees was key to success. During this process, Amrita made a list of existing procedures and made a gap analysis on the current procedures and the desired procedures. With every step taken, Amrita made sure everyone involved knew about the results. With creating a safe environment, Amrita was accepted and the project plan was updated with all procedures and how to go into the new ways of working with P-Direkt.
Some employees wanted to go to P-Direkt, some stayed. However, not all wished were granted. Amrita made a list of staying and leaving employees. For the staying employees, Amrita contacted the HR department representative for reorganization plans. So she could plan meeting with employees. For the leaving employees going to P-Direkt, Amrita contacted P-Direkt to set up an onboarding plan to make sure employees would leave without leaving urgent issues behind and starting with P-Direkt would be fun. “Handle with care” was the focus in this phase of the project.