Navigating challenging change with psychological security: How rhenag HR successfully reinvented itself

I recently had the opportunity to attend a really good workshop on the results of an employee survey in the HR department of rhenag, a leading energy supplier in the Rhineland. Under the leadership of Ralf Petermann, the management team implemented a reorientation and organisational change in the HR department.

The HR business partner function was strengthened and some employees took on new positions. This was accompanied by changes to the scope of various roles, i.e. change. And that is and was undoubtedly exhausting – also because the business had to continue running smoothly in the meantime, of course. Such a process challenges everyone, both in the teams and among the managers. But it's worth it: the progress is clearly noticeable.

What I found particularly exciting about this workshop was that this change was accompanied by an employee survey and regular pulse checks. This also showed in figures how much can be achieved when managers are in good contact with their teams. The survey results revealed a high level of psychological safety – the basis for mastering even challenging phases of change together. Winston Churchill once said, ‘If you are going through hard times, keep going.’ When managers and teams are closely connected and there is a high level of psychological safety, that is exactly the advice to give. Keep going. Then you can remain ambitious, keep up the pace, and not slacken – despite the current high workload.

Because this is a disruptive change that should be brought to a decisive conclusion. To establish the new as the new normal. Because only then will clarity prevail again and everyone be able to settle in. Because only then can new roles be established and a new, better interaction succeed.

My colleagues at rhenag inspire me. I am happy and grateful to be able to contribute here. Thank you!