Optimising business processes
from a customer-focused perspective 

Successful optimisation of HR and business processes is based on awareness of and transparency about the conditions relating to internal interfaces. Highlighting the internal processes is essential for the detailed analysis and optimisation of these processes from a customer-focused perspective.

A key aspect in the field of business process optimisation is a change in focus from a structure-based organisation to a process-driven organisation. In the context of this change, both managers and employees primarily focus on processes instead of just the organisational structure. The transparency that this provides is used for the purpose of optimising processes from a customer-focused perspective. Managing responsibilities in a targeted way whilst increasing autonomy within departments at the same time are factors that ensure success.

In the field of HR management, it is also vital to ensure that employees have a great experience as HR customers. Systematic analysis of HR processes and structures clarifies which HR requirements are most important to your future success. This information allows you to focus on the services that add the most value. With customer-oriented services you will help your organisation to stand out from the competition in terms of attracting top executives and you will establish internal positioning that emphasises the contribution of value to the company’s success.

Optimised processes and structures need to be put into practice in order to ensure lasting success. It is essential to involve your employees in the analysis and change processes and to create understanding and acceptance. 



Our services

  • Identification, definition, prioritisation and analysis of current processes
    • Development of a process map with respect to leadership, core and supporting processes
    • Process analysis with respect to value creation in the company
    • Development of flowcharts as a basis for increasing efficiency
    • Involvement of employees
  • Development of target processes
  • Action plan for operational changes 
  • Communication measures relating to understanding and integrating the new processes
  • Process review for measuring success and fine-tuning


Your results

  • Work processes are made more agile, faster and more efficient through streamlining and emphasis is placed on essential future requirements
  • Transparent processes and optimisation
  • Comprehensive action plan for operational improvements
  • Acceptance and thorough understanding of process changes amongst employees
  • Integration of efficient processes by employees into day-to-day work
  • Ensuring knowledge transfer within the company

The process optimisation sequence


Status quo analysis: the processes are identified and listed in a brainstorming exercise with selected employees and managers. A process map is created to describe and prioritise the processes. 

Description of current processes: the existing processes are assessed with respect to value creation. Flow charts illustrate the sequence of activities, critical events, responsibilities and interfaces.

Development of target processes: the target processes are developed and formulated in meetings with managers. The difference between the target and current situation forms the action plan for operational adaptation of the processes.

Review: key success factors are examined with regard to implementation in current operations and potential weak points are dealt with.


When should you consider optimising business processes?

  • During process digitalisation and IT innovations
  • When implementing sensitive HR plans like a new performance management system
  • During restructuring and reorganisation processes
  • When managing growth processes with scaling effects
  • During M&A projects and business segment expansion
  • To deal with problematic processes with the aim of increasing efficiency
  • Before implementing cost reduction measures
  • When changing corporate strategy


What is the employee experience?

The term “employee experience” reminds us of the term ”customer experience”. The latter is all about optimising the customer’s experience with the company throughout the entire customer lifecycle. This always keeps the customer’s perspective in mind.

Applying this approach to a company and its employees creates the employee experience. In terms of HR requirements, this means optimising all experiences with the company from the perspective of the employee: 

  • Before employment (job search, interviews, contract negotiations)
  • During employment (working relationship)
  • After employment (severance, contact, re-hiring) 

As many positive experiences as possible should contribute to employee motivation and loyalty. The functional and process orientation of the HR department is supplemented additional opinions of the employees as part of the employee experience.

Reiner Fleischer

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Reiner Fleischer

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