"CEVA wins contract for Airbus Hamburg" was the headline in the "Deutsche Verkehrszeitung" and the relevant logistics portals in February 2021. The company prevailed over the previous service provider Kühne & Nagel. The industry is celebrating a minor sensation. From the perspective of CEVA's HR department, this was another transfer of operations that had to be managed in the first half of 2021. The task was to integrate around 700 employees from Kühne & Nagel at two locations into the CEVA DACH region.
Knowledge and top performers convinced by the transfer of operations and retained
The HR department in Frankfurt quickly realized that it needed additional HR expertise and on-site support to assist the project manager in dealing with the affected employees. The interim manager started work just a few days later. The transfer of operations was to take place just three months later. The countdown to the cutover was on.
In consultation with the HR lawyer, the interim manager initially concentrated on recruiting the most important experts and managers for the move to CEVA. It was also particularly important to retain the IT employees. The interim manager therefore had to ensure that the knowledge and service providers did not object to the transfer of operations, but continued their work at CEVA with motivation and commitment. The interaction between the HR project teams of both companies and the atmosphere were professional and collegial. However, CEVA and Kühne & Nagel are and will remain competitors - naturally also on the labor market. It was therefore not impossible that Kuehne & Nagel was also "courting" top performers.
Matching the expectations of the workforce with the requirements and opportunities
After the interim manager had identified the key people, she began direct discussions. In telephone calls and face-to-face and virtual meetings, she ascertained moods and expectations:
- Does Mr. X's desired title fit into the scheme specified by Global HR?
- Does Mr. Y's desired car comply with the CEVA company car policy?
- Can and should we meet Mr. Z's remuneration request?
She then compared the expectations with project management and the central HR department. The interim manager mediated between head office, site management and employees. She developed solutions, reached compromises and negotiated employment contracts.
Promoting successful cooperation with the works council
The interim manager was also on site at the plants: she was available to employees in the warehouses during weekly consultation hours. There she informed them about the latest news from the overall project. At the same time, she maintained contact with the works councils, explained the new time management system and clarified which company agreements needed to be adapted.
Successful transfer of operations on schedule
The time had come: the transfer of operations was completed on schedule and to the satisfaction of Airbus. The local HR manager took over day-to-day HR operations ten days later.
The managers and knowledge carriers transferred to CEVA without exception. The mood is positive. CEVA is perceived as a trustworthy employer by the employees in the warehouses. The communication and cooperation with the works councils works very well.
CEVA is also satisfied and has announced that it will mandate the interim manager again for future HR projects.
