Creating the strategic frame for HR development
Whilst HR development provides a framework for human needs, it also requires one to be already in place. This includes HR development strategies and models plus all-embracing concepts in all service areas: they constitute the overall framework for the work done by the company on HR development, show the way ahead, and facilitate priority setting, management and controls over HR development funding.
We go straight to the heart of the matter to devise affordable concepts and strategies that enjoy general acceptance and are readily incorporated into practical HR development projects.
In working with the client, Trigon takes into account business strategy, values, market positioning, the company's strengths and the perspectives of relevant stakeholders to identify these fundamentals.
HR managers generally have an important role to play in operational change processes. We supply them with advice and support in their professional supervision of change processes and organize events, including some on a large scale.
We introduce aspects of Corporate Social Responsibility (CSR) into HR development and, working with our clients, we devise concepts and measures for effective employer branding.
We go straight to the heart of the matter to devise affordable concepts and strategies that enjoy general acceptance and are readily incorporated into practical HR development projects.
In working with the client, Trigon takes into account business strategy, values, market positioning, the company's strengths and the perspectives of relevant stakeholders to identify these fundamentals.
HR managers generally have an important role to play in operational change processes. We supply them with advice and support in their professional supervision of change processes and organize events, including some on a large scale.
We introduce aspects of Corporate Social Responsibility (CSR) into HR development and, working with our clients, we devise concepts and measures for effective employer branding.
