Short introduction to Kremer and the industry
Kremer Installatietechniek is a distinguished, technical, and inventive family-owned company based in the Netherlands, with a proud history spanning 60 years. With a workforce exceeding 180 permanent employees, Kremer consolidates a diverse array of disciplines under one roof, including Electrical Engineering, Industrial Automation, ICT, Security, Energy, and Technical Management. Their core business revolves around providing intelligent and reliable technical solutions, encompassing everything from design and advice to installation, maintenance, and management for new construction and renovation projects.
The industry in which Kremer operates is characterized by rapid technological advancements and a constant demand for skilled professionals in areas such as plumbing and fitting work, and the installation of sanitary facilities. It is an environment where technical expertise is paramount, yet success increasingly hinges on a company's ability to foster a sustainable work culture where employees can continuously grow and adapt. Kremer stands out by demonstrating that cutting-edge technology and a deeply people-focused approach are not mutually exclusive but, in fact, complement each other for sustained success.
Kremer's challenges for HR and employees
Prior to their digital transformation, Kremer Installatietechniek faced several significant challenges within their Human Resources department and concerning employee development. Nienke Koning (HR Manager) and Margot Pardijs (HR Advisor) highlighted an initial period of considerable workload and intensity, particularly during the first six months of their digitization efforts. This was compounded by concurrent internal changes, new roles within the company, and Margot's recent addition to the HR team, creating a dynamic yet hectic environment.
A key challenge stemmed from the nature of Kremer's workforce; many field staff members did not have access to a computer, making it difficult to engage them effectively in new digital HR processes and development initiatives. Furthermore, a substantial portion of Kremer's management team had progressed into leadership roles from purely technical backgrounds. While possessing exceptional technical expertise, these managers required further development in the softer skills essential for modern leadership, such as conducting effective development conversations, recognizing behavioural signals, and delving deeper into underlying employee themes. Before the implementation of new systems, managers also lacked an immediate, comprehensive overview of their employees' status, including scheduled conversations or outstanding tasks, hindering proactive follow-up and effective departmental steering by HR. Moreover, the company previously relied on a disparate platform for learning, which meant that learning and development initiatives were not seamlessly integrated with other HR processes.
Nienke Koning, HR Manager, Kremer Installatietechniek, elaborated on the initial need for transformation: "In the beginning, it was quite intensive. Especially during the first six months, we had a considerable workload. We also had several internal changes, new roles, and Margot Pardijs as HR Advisor had just joined the HR team. That brings both dynamics and change. At the same time, we wanted to do things properly: involve everyone and ensure a smooth implementation. That was sometimes a challenge, especially because many of our field staff are not behind a computer every day. That’s why we deliberately involved the managers first and sent clear instructions. Still, being a manager today requires different skills as well. Think of conducting development conversations, recognizing behavioural signals, or probing deeper into underlying themes.", Nienke Koning, HR Manager, Kremer Installatietechniek.
In the beginning, it was quite intensive. Especially during the first six months, we had a considerable workload. We also had several internal changes, new roles, and Margot Pardijs as HR Advisor had just joined the HR team. That brings both dynamics and change. At the same time, we wanted to do things properly: involve everyone and ensure a smooth implementation. That was sometimes a challenge, especially because many of our field staff are not behind a computer every day. That’s why we deliberately involved the managers first and sent clear instructions. Still, being a manager today requires different skills as well. Think of conducting development conversations, recognising behavioural signals, or probing deeper into underlying themes.
HR Manager
Kremer Installatietechniek
Empowering change: Kremer's transformation
Recognising the need for a more structured, integrated, and modern approach to HR and employee development, Kremer Installatietechniek made the strategic decision to digitize their core HR processes and subsequently professionalize broader HR themes, particularly learning and development. This led them to select Cornerstone's robust talent management solution, Cornerstone Galaxy. Cornerstone Galaxy was chosen for its comprehensive cloud-based platform that seamlessly integrates learning, performance management, recruiting, and HR functions into a cohesive system, offering a holistic view of the workforce.
The implementation journey was a collaborative effort, with Crowe serving as the crucial implementation partner. Crowe provided the expert guidance and structured approach necessary to navigate the complex process of integrating new software into Kremer's existing operations. Right from the outset, Crowe helped create a clear plan with defined roles and responsibilities, which proved invaluable in managing the project's intensity.
Nienke Koning commended the clarity and flexibility of Crowe's guidance, noting that the implementation project progressed efficiently. This step-by-step guidance and responsiveness facilitated a highly effective collaboration, ensuring Kremer could maximize the capabilities of the Cornerstone Galaxy platform.
Kremer began by using Cornerstone Galaxy's Talent Management capabilities, linked to their core HR system, to roll out their first round of development conversations. They deliberately designed a process where employees completed self-assessments as preparation, encouraging personal responsibility for development. Moving forward, performance/appraisal reviews will also be configured within Cornerstone Galaxy, driven primarily by managers but still incorporating employee input. Currently, Kremer is also implementing Cornerstone Galaxy's learning module to centralise learning and development within the same integrated system, moving away from a previous disparate platform. This holistic approach aims to create a truly optimal and empowering working environment for all employees.
Margot Pardijs, HR Advisor at Kremer Installatietechniek, highlighted the strength of the partnership: "The guidance from Crowe was structured yet flexible at the same time, and the implementation project progressed smoothly. We were really guided step by step and could turn to them with all our questions, sometimes even asking the same ones twice. Thanks to their thorough explanations, we can also make changes in the system ourselves. That gives us more flexibility and helps us continually expand our system knowledge within Cornerstone, our main supplier, with Crowe as our trusted implementation partner."
The guidance from Crowe was structured yet flexible at the same time, and the implementation project progressed smoothly. We were really guided step by step and could turn to them with all our questions, sometimes even asking the same ones twice. Thanks to their thorough explanations, we can also make changes in the system ourselves. That gives us more flexibility and helps us continually expand our system knowledge within Cornerstone, our main supplier, with Crowe as our trusted implementation partner.
HR Advisor
Kremer Installatietechniek
Main results
The implementation of Cornerstone Galaxy's Talent Management platform has yielded significant positive results for Kremer Installatietechniek:
- Digitized core HR processes have been successfully established, streamlining administrative tasks and broader HR themes, particularly learning and development, are now being professionalised through an integrated system.
- More than half of the employees logged in within the first 2 weeks after go-live. This strong engagement right after launch confirms that the solution resonates well with our workforce.
Approximately 75% of employees have prepared their own development discussion. - The implementation was executed with minimal disruption, with hardly any employees experiencing issues logging in or understanding the new processes. Managers now benefit from an instant overview of their employees' status, including scheduled conversations and open tasks, significantly improving follow-up and oversight.
- HR can effectively monitor the status of tasks and conversations per department within the system, enabling more targeted and effective steering.
- A dedicated management development programme has equipped managers with crucial soft skills, improving their confidence in conducting development conversations, recognising behavioural signals, and probing deeper into employee themes.
- Employees are empowered to take responsibility for their own development by actively participating in self-assessments as preparation for conversations.
- Valuable feedback from the initial rounds of development conversations is being collected and utilized to continuously refine and improve the process for future cycles.
