Role-based collaboration for more flexibility and personal responsibility

Initial situation

The new HEKS strategy focused on organisational transformation and wanted to introduce role-based collaboration in order to do justice to the increasingly dynamic environment. Concrete roles with clear tasks, competences and responsibilities were to strengthen cooperation and personal responsibility. The overarching goal was to increase the impact and efficiency of the overall organisational mandate.

The merger of HEKS and Bread for All (Bfa) aimed to make optimum use of the respective strengths of both organisations. However, the two aid organisations were set up very differently: While one was larger and more classically structured, the other was characterised by its smaller size and highly self-organised, agile way of working.

In order to gain concrete experience with roles in the HEKS environment and to derive good practice from this, the pilot project "Ostwind" was carried out in the Eastern region.

Phase I: Change Office

A Change Office was set up to successfully manage the cultural and organizational transformation during the merger. This served as a central point of contact and actively supported the change process. Four people from different areas of the organization were selected through an election process to set up the Change Office.

Following a “small steps” approach, we developed four modules on the topics of triage meetings, feedback, roles, and consensus decision-making to provide impetus for an agile way of working in the new environment. These modules, which were offered in German, French, English, and Spanish, met with great interest. The methods presented were not only adopted but also applied and further developed in various areas of the organization.

This encouraged experimentation and at the same time created a demand for additional support. The great response contributed significantly to initiating a dialogue about new, suitable ways of working.

Phase II: Ostwind pilot project

The HEKS Ostwind pilot project in eastern Switzerland set new standards with its pioneering work. Inspired by the principles of holacracy and sociocracy, it formed a solid foundation for the further development of role-based collaboration at HEKS.

The introduction of an organizational system that dispenses with traditional hierarchies below the office management level laid a strong foundation for flexible working structures. The structure of circles and roles, defined by a clear purpose and transparent responsibilities, enables the optimal contribution of each individual's personal strengths, skills, and passions.

In a kick-off meeting with the entire team at the Eastern Switzerland office, role-based collaboration was discussed and the foundation was laid for the teams to describe their own roles. In accompanying team workshops, an understanding of the joint work was created, and the roles were deepened and defined in concrete terms.

To ensure seamless synchronization and continuous development, two innovative meeting formats were implemented: the triage meeting for operational coordination and the structure meeting for changing the organizational structure. Particularly noteworthy is the integration of “tensions,” which gives everyone involved the opportunity to address challenges directly and quickly initiate creative solutions.

Phase III: Implementation in Switzerland

With individual support and a roadmap tailored to their needs, all domestic offices have now been launched based on the model in Eastern Switzerland. As a result, the entire domestic division at HEKS is structured in roles and circles or is in the process of introducing this structure.

The chosen approach – introduction at different times and at different speeds – has enabled a high level of acceptance and continuous anchoring in the organization. The challenge of ensuring interfaces with the (still) classically structured part of the organization has also been successfully addressed.

For example, uniform roles and processes have been created in HR and finance to ensure the necessary continuity, consistency, and compliance. Smooth cooperation and the fulfillment of the performance mandate are the top priorities at all times.

Benefit

Role-based collaboration has become part of HEKS' current strategy, as the organization wants to continue to leverage and develop its advantages.

A survey is currently being conducted at the offices to gather their feedback. The following positive changes have already been noted in the Eastern region:

• Cross-project collaboration within the office has increased, benefiting everyone, including clients.

• The opportunity to take on new roles motivates employees and enables them to develop in line with their strengths.

• Meetings are more structured and shorter, which leads to more efficient use of time.

• Priorities are set consciously rather than intuitively, resulting in clearer and more transparent decisions.

• Cooperation between individual projects has become closer, and structure and triage meetings ensure a better flow of information.

• Tensions and ambiguities are addressed more quickly, leading to improved communication.

• Job satisfaction among employees in the Eastern region has increased, particularly with regard to teamwork.

• Decision-making processes require significantly less energy.

• Despite an objective increase in workload, the subjective perception of stress has decreased.