Stater case study

Developing an HRM Strategy

Stater International Mortgage Services is company that operates internationally, that takes over work processes in the area of mortgages processing of financial institutions and that provides advice in streamlining business processes within financial organisations. Around 450 employees work in The Netherlands, Belgium and Germany.

Requirement
During the past few years Slater has been through important developments: more attention is being given to working competitively in a client-focused way, pricing has been adjusted, structural and management changes have been implemented and international expansion continues. In addition, the organisation is expected to grow explosively. Various developments have also taken place within the HR department. A 'house-in-order' operation has been implemented, various new HR processes and HR tools have been introduced and an important step in the sustained development of the organisation using tools such as Management Drives, Competency Management and Staff Planning has been made. Finally, the HR department wants to define the relationship with the internal client clearly and in a results-oriented manner and set it down in SLAs, as well as to adopt a more proactive attitude with regard to the provision of advice.

The Stater HRM director needed an HRM strategy supported by the organisation for the 2004-2006 period. Within this scheme, a solution also needed to be found for the sudden and explosive growth of the organisation during 2004-2005.

Result
Stater has an HRM strategy for the coming three years that is to lead to the management viewing HRM as its partner in business. In addition, all HRM tools have been joined together into a cohesive set of HRM tools and processes. In addition to that, a separate action plan has been developed in the shape of "HRM XXL", which is used to support the sudden and explosive growth of the organisation. HRM XXL is a concept that consists of various plans and trained HRM professionals who can be brought in and utilised quickly in the event of a sudden growth of the organisation. A special combination has thus arisen between essential short-term solutions and long-term HRM strategy.

In addition to the strategy Stater has also gone through a fruitful policy process, within which relevant people involved have been able to have input into the HRM strategy. This has enabled the HRM department to demonstrate that they take the objectives of "client focus" and "partner in business" seriously.