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Reactive HR work:
The standard case

The graphic shows an axis representation with "HR Professionalism" vertically and "Number of employees" horizontally. Three areas are shown: "Valley of Pain": A red area at the bottom that grows with more employees and shows challenges in company growth. "Reactive HR": A blue stripe above the red area that symbolizes the reactive HR strategy. "People & Culture value creation": A green area at the top, parallel to "Reactive HR", stands for proactive value creation in People & Culture. A text element emphasizes that reactive HR only works in an unchanging world. The graphic illustrates the need for a professional HR approach as the company size increases.

The standard case for most companies is reactive HR work . People management only grows or becomes more professional after employees notice an increased need.

 

The operational standard people topics are being dealt with, but this is not perceived by the employees as adding value, but as a minimum requirement.

 

Why is that not enough?

 

Because the valley of pain is much closer than most bosses realize.

But what danger are we talking about here?

From reactive HR to growing pains, little external pressure is usually enough

The graphic is a two-dimensional coordinate system that shows the relationship between HR professionalism and employee numbers. It shows three areas: "Valley of Pain": A large red area that expands as the number of employees increases symbolizes growing challenges. "Reactive HR": A narrower green area above the red that becomes wider as the number of employees increases and represents reactive HR processes. "People & Culture value creation": Another green area that lies above "Reactive HR" shows the value creation through proactive HR. A yellow cross marks the "Starting Point" and a red cross is labeled "External impact", which indicates external influences on HR processes. The diagram makes it clear that with more employees, stronger HR professionalism is required.

People management is initially gradual and then suddenly overwhelmed .

 

Reactive HR work works well until the company is under pressure. Be it unexpected growth, new regulations or legal pressure: every system can only react as flexibly as the people who work in it.

 

​That’s why strategic HR work is so crucial!

 

If unexpected pressure hits a people management that is too small or too rigid, the whole system can falter! We call it growing pains.

With People Pace from
Reactive to Active:
P&C Value Creation!

The graph shows a coordinate system that links the increase in HR professionalism with the number of employees. Three areas are marked: The lower area, "Valley of Pain", is shown in red and widens as the number of employees increases. Above this is the "Reactive HR" area in blue, which starts narrower and widens as the number of employees increases. The top area, "People & Culture value creation" in green, represents the proactive creation of value in the area of People & Culture. A yellow "X" marks the "Starting Point" and a green "X" in the middle of the graph shows "People Pace", which is a signpost for progressive HR management. The diagram illustrates how an increasing number of employees requires a stronger focus on People & Culture to avoid growing pains

The good news : Companies can prepare well for growing pains and other dangers.

 

Most problems, not only growth-related, could be avoided if people processes and structures had been aligned with management plans by experienced professionals .

 

This is exactly where People Pace comes in!

 

​We are here to strengthen your HR so that even sudden growth spurts or changes do not cause panic. On the contrary: your HR will go from being a bottleneck for change to being an additional driving force for the company.

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