As a project HR consultant, Amrita and the transition team set up a project plan including a gap analysis of the current situation and the desired situation. It became very clear, the leadership team was driven to make a real change.
Sessions were set up with leadership regarding vision, mission, and views regarding a potential reorganization. An open discussion about the expected performance and competence level of the new leadership team also took place. In individual sessions, each leadership team member was open about their expectations towards their employment and the new department.
After an agreed vision and mission, the strategy was determined in two sessions. Amrita was involved in creating a strategic HR plan particularly to see if all employees were still a match to Rabobank standards and the new compliance department. With agreed strategy and a good overview of staff, culture and financial consequences, Amrita entered the official phase of permission of the works council to reorganize.