A listed and globally active original equipment manufacturer in the automotive and commercial vehicle industry had acquired a medium-sized German company in order to strategically strengthen a segment within its product portfolio. As part of the integration, the medium-sized German line organization was to be transformed into an integrated, global and modern matrix organization.
This resulted in far-reaching changes to the corporate culture and the general focus of HR work. Among other things, a works council was formed very quickly at the site, which expanded HR management to include employee representation. In addition, parts of HR management were integrated into international processes and systems and adapted to global standards.
The HR Interim Manager was appointed as Head of HR for a limited period to support the change process. The focus was on the following core tasks:
- Establishing a viable and pragmatic collaboration with the new works council in terms of trusting cooperation to safeguard the site
- Reviewing process changes for efficiency and supporting necessary changes within HR
Cultural and organizational change raises concerns among employees
The cultural and organizational change from a family-run medium-sized company to part of a global matrix organization predictably led to uncertainty and anxiety among employees. This is because the functions, tasks, goals, management understanding and decision-making processes changed significantly in some cases. In this case, the situation was exacerbated by the fact that the international processes were also undergoing constant change towards more digitalization and harmonization.
Salary and travel expense accounting reviewed and revised
The interim manager began his mandate by determining the current status of the HR processes. He then worked with the company-wide HR organization to develop pragmatic solutions for the site. For example, the interim manager identified, addressed and changed inconsistent processes within payroll accounting in the context of time management. This was done in collaboration with a service provider, the German HR organization and other relevant interfaces. He also revised the previously incompletely functioning travel expense accounting system.
Collaboration with the newly established works council put on a healthy footing
A works council was formed at the site - for the first time and very quickly - after the merger. The upcoming organizational and procedural changes had awakened the employees' need for representation of their interests. The works council consisted of a representative cross-section of the workforce. Production-related areas were represented as well as people from management.
From the very beginning, the interim manager, who had extensive experience of the works council, focused on finding lean and pragmatic solutions. He and the employee representatives worked together on a daily basis to develop approaches for co-determination and participation. This resulted in a trusting working relationship. This made it possible for the works council to engage in solution-oriented discussions with HR and management and for decisions to be made on the basis of consensus.
Works council proactively involved in decisions as an operational partner
The top priority in the collaboration was to include the works council in the responsibility for site issues and to proactively involve it as an operational partner in joint decision-making. This also meant getting the works council on board at an early stage on issues relating to company organization. The interim manager therefore attached particular importance to keeping all sides informed at all times through intensive communication. As a result, the successful foundation for fair and goal-oriented cooperation at the site and within the new organization was laid during the mandate.
