In the first half of 2016, the HR interim manager took over a vacancy as head of the HR department in a subsidiary of a food group with around 7,400 employees.
The subsidiary has a special role within the group due to its business. The group was struggling with a crisis and had high hopes for the subsidiary's growth potential. However, the subsidiary's sales have fallen sharply in recent years for various reasons. This trend was to be reversed. The goal: to triple the company's earnings within the next 10 years through a realignment and acquisitions.
Both the management and a large proportion of the divisional managers had only been with the company for a very short time at the start of the interim mandate. Together, they were faced with the challenge of quickly and sustainably structuring the company in such a way that the turnaround towards good growth could be achieved in the short term - and future acquisitions could be properly integrated in the medium term.
The company's managing directors worked intensively on the company's vision and strategy at the start of the project. This was to be presented to the group management 6 weeks later. The HR interim manager took on the task of leading a project group to develop the corporate values and guiding principles alongside the operational work in HR management. To this end, she formed a core team of 4 people, in which the works council was also involved. This core team concretized and sharpened suggestions from the company. It also collected suggestions and information from an employee survey. In a workshop held by the project team and management, the corporate values developed to date were revised once again with a view to the corporate vision. The presentation of the values to the management team and the presentation at a staff meeting were very well received, and the result also met the expectations of the Group management.
