ITT

Leading development of a global HR transformation to enable business growth

After transitioning from a $12 billion conglomerate to a $2 billion global engineering and manufacturing company, ITT needed to look at its people and HR processes in an entirely new way.

Expertise

Challenge

Challenge

Challenge

In order to attract, retain and develop top talent going forward, ITT set out to articulate its new people strategy. This required the launch of a global, multi-year HR transformation that supported the company’s business strategy for growth and strengthened its performance culture.

Approach

Approach

Approach

  • Developed and managed change management and communication approach to ensure integration at the PMO level and among the various workstreams
  • Co-created overarching HR transformation roadmap as well as individual workstream plans to identify interdependencies and common change impacts
  • Created core message set and supporting collateral to articulate the people strategy and HR transformation for all employees, especially the HR community
  • Launched customized change management strategy for business readiness teams to help advise, implement and support the transformation within business units

Results

Results

Results

  • Built awareness among key internal stakeholders
  • Supported the business in the global HR transformation effort, including:
    • Transition of roles to the new HR organization
    • Implementation of new HR, benefits and payroll systemin North America
    • Reclassification of all ITT jobs in North America
    • Development of all functional career frameworks
    • Standardization of ITT HR policies and procedures
  • 91 percent of HR employees understood the importance of the people strategy and how the HR transformation enabled it
  • 90 percent of HR employees indicated that regular HR communications helped them in their jobs.
  • Employees received consistent and frequent information from a variety of sources. Sample employee comments:
    • “Appreciated efforts to be transparent.”
    • “Confident in the future of the function.”
    • “Felt senior leaders were helping to drive the change.”
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How Can We Help?

Let’s talk about transformation.

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