Our organisational development service aims at achieving that the employer\u2019s organisation and operation can adapt to the greatest possible extent to the economic and business goals of the employer, and promote them as best as possible. We provide objective assistance in addressing this from outside the organisation, thus ensuring that organisational development will not impose on the existing functions additonal tasks which typically do not even match the profile of the given function and would hinder daily work or the actual implementation of organisational development due to their time requirement.<\/p>\n
All of our services are actually linked to organisational development in one way or another. Organisational development must definitely start with an audit, which results in a report identifying the good and the less good elements of the employment system, and makes proposals on a more cost-effective working arrangement and remuneration scheme, on the definition of the functions (including the scopes of tasks and competences belonging to the position and independent from the person filling it), on the exercise of the employer\u2019s rights, on the rules of decision-making, on the labour processes and on the documentation necessary for them, as well as on trainings resolving communication difficulties. The audit is closed with an executive decision, which sets out the accepted proposals.<\/p>\n
After that, our service resumes: we support the implementation of the proposals at the employer\u2019s organisation. As part of that, we develop the necessary models of labour documents, working arrangements, job descriptions, policies, and\u2014where necessary\u2014the amendment of the collective agreement or the company agreement, which are necessary for the introduction of the accepted changes. We teach the content and the use of the above at the necessary levels of the organisation so that everyone will be equally familiar with the new system; then we follow up on the application as well. We continuously support the work of the HR division and the managers by answering the questions arising during the period of transition so that the change can take place in each organisational unit in a way that the accepted goals are also respected. Thereafter, we carry out follow-up by assessing the extent to which the changes took place and were incorporated into the daily course of work.<\/p>","protected":false},"excerpt":{"rendered":"
Szervezetfejleszt\u00e9si szolg\u00e1ltat\u00e1sunk arra ir\u00e1nyul, hogy a munk\u00e1ltat\u00f3 szervezete \u00e9s m\u0171k\u00f6d\u00e9se a lehet\u0151 legjobban igazodjon a munk\u00e1ltat\u00f3 gazdas\u00e1gi-\u00fczleti c\u00e9ljaihoz, azok megval\u00f3sul\u00e1s\u00e1t a lehet\u0151 legjobban el\u0151seg\u00edtse. Ehhez ny\u00fajtunk objekt\u00edv seg\u00edts\u00e9get a szervezeten k\u00edv\u00fclr\u0151l, \u00edgy biztos\u00edtva, hogy a szervezetfejleszt\u00e9s ne a megl\u00e9v\u0151 munkak\u00f6r\u00f6kre terheljen tov\u00e1bbi feladatokat, amelyek jellemz\u0151en nem is illenek a munkak\u00f6r profilj\u00e1ba, \u00e9s amelyek id\u0151ig\u00e9ny\u00fck miatt…<\/p>\n