Change management process


Salary system, classification, assessment, adaptability, work time, communication, and other HR policy levers for change management, we enlighten the leaders in their choices and we assist them in their implementation.


Taking a forward looking approach to Labour Law can be useful and is unavoidable when fine-tuning HR Management tools. Our practical approach to shedding light on it allows for the identification and implementation of simple and effective HR tools.


Following a reorganisation, this company, employing around fifty people in the cardboard sector branch of an important central European group, identified the need to rationalise their salary payment system in order to reinforce specifically the role of management, create global consistency and create development prospects. They wished to maintain a close connection with the collective agreements to which the employees had developed an attachement.

The analysis of remuneration by position reveals major discrepancies between remuneration and classification. The system established in the collective agreement, which classifies the positions, is inappropriate. The real need is for the company to acknowledge the competences used by the employees and the increase in expertise. We offer a simple system that creates seven ranges of remuneration from novice worker to experienced manager. Positioning inside a range is directly linked with the application of the classification criteria in the collective agreement. A correlation table guarantees that the minimum level in the collective agreement is respected.

Nearly ten years after its implementation, the system is still in place and coherent. It has been accompanied by an increase in the autonomy of employees and the development of adaptability and expertise within a centralised budgetary framework.