IT change management at industrial service provider InfraServ Gendorf

Why did you call on Globalise?
Because the IT Services division is so important in our service portfolio, we couldn’t afford to leave the position unmanned during the recruiting process. We also wanted to keep pushing forward initiatives and projects that had already been started.

Which criteria were particularly important to you?
Specialist expertise was without doubt the most important skill. With the Globalise manager, we were fortunate in gaining someone who could guarantee a seamless transition and further develop the business model of our division. But his personality was also going to be very important because the position involves a lot of contact with internal and external customers.

What special challenges awaited Globalise?
The employees in IT Services were unsettled by the way the former head sometimes went about things and were skeptical about Globalise. So the manager first had to gain their trust, which he did in numerous personal meetings. The second challenge lay in the specific customer structure of IT Services. Here he needed to balance all the different demands and interests of ISG itself and of all external customers, plus raise employee awareness s accordingly.

How did you proceed in recruiting a permanent successor?
After refining the job description, we are now in a better position to be able to say who InfraServ Gendorf actually needs at head of IT and what specialist skills and qualifications our company needs.

What is your overall assessment of Globalise?
Very positive. The best proof of his quality is the fact that we have now employed the Globalise manager as the head of our newly formed Corporate Development division on a permanent contract. We are very happy that he said yes. We have now also hired a second Globalise manager who is in charge of our engineering division.