Intures is a successful engineering company with approximately 50 employees. The organization operates with several departments, with asset management as the main core activity from which other initiatives stem. As with many growing companies, Intures has also developed further in recent years, which brings new questions regarding the organization of HR. <\/p>\n\n\n\n
In practice, several employees were involved in various HR tasks, which meant that processes were not clearly defined. Although important HR documents had already been prepared in recent times, there was a need for more guidance and oversight: how do you organize HR in a way that suits the organization? <\/p>\n\n\n\n
Within the Strategic HR process, the first step was to examine the most important HR priorities. This was done, among other things, through interviews with management and employees and an analysis of all HR activities within the organization. This provided insight into who is currently performing which HR tasks and how much time is spent on them. <\/p>\n\n\n\n
Based on this analysis, a strategic HR advisory was prepared for the management together with the interim HR employee. This document sets out the most important priorities for the coming period and possible choices regarding the future role of HR. <\/p>\n\n\n\n
Intures helped Intures gain more insight and direction into the organization of HR. The results and advice were presented to the management in late 2025. In the coming period, Intures will use these insights to make strategic choices regarding the further development of the organization and the structural implementation of HR. <\/p>\n\n\n\n
In short: an important step towards greater control over HR and a future-proof organization. <\/p>\n\n\n\n