The challenge
the postal and logistics business needed to transform a dispersed HR operation while improving the employee journey from onboarding through employment to offboarding. The assignment brought together service redesign, operational implementation and the consolidation of a substantial site footprint. The central task was to create one end-to-end employee-service process and carry the change through to completion.
The contribution
Jeroen personally led the Lean transformation of the end-to-end HR process. He combined project leadership and implementation with Black Belt coaching, keeping process change connected to operational delivery. The work also introduced leading and lagging performance indicators, giving the redesigned service a framework for managing results and identifying the issues requiring attention.
The documented result
The completed transformation consolidated 120 HR sites into eight centres and improved the employee-service process. It left a redesigned operating structure supported by performance indicators and practitioner capability. This case demonstrates personal delivery accountability across a major service transformation, from process redesign to the completed operational change.
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