The long-established company produces and markets high-quality consumer goods. Following a management buy-out, the company celebrated a successful relaunch by strengthening its quality brands. Now the suggestion scheme, which had been in a "deep sleep", was also to be revived.
As project manager, the HR interim manager first created a project structure, named the sub-project managers and assigned the tasks and responsibilities. He then coordinated the work and reported on the progress of the project to the management.
In the course of his interim mandate, the interim manager successfully negotiated a works agreement with the employee representatives. Among other things, this included agreement on a company commission to assess submitted proposals and a bonus system.
The kick-off took place in the form of an open-space event. As a result, workflows, production processes and organizational structures were optimized. In addition, management processes were redefined.
The project was a success primarily because it was possible to utilize the experience and potential of the employees during implementation. The employees supported the change process sustainably and constructively because they received direct appreciation and prompt feedback in all project phases. This made a significant contribution to promoting identification with the company and strengthening the sense of unity. The HR interim manager used the resulting positive spirit of optimism to anchor a process of continuous change in accordance with the Kaizen method.
