An internationally operating US company (4,500 employees worldwide) in the forestry and agricultural industry had acquired an owner-managed company in the sector four years previously. Following the integration of the company into the group, the management planned to merge all German locations in order to exploit synergies, establish modern supply chain management and expand B2B and B2C activities in Europe.
The HR interim manager was tasked with planning and managing the merger of the German locations in order to ensure compliance with labor law requirements. In particular, the different works agreements, regulations and contracts had to be harmonized and a social compensation plan had to be negotiated and implemented with the works council. The parent company's guidelines had to be introduced and implemented on time. In addition, an organizational structure for pan-European supply chain management was introduced together with the Vice President Global. One particular challenge was communication within the company's complex matrix structure.
The interim HR manager worked with the management and works council to develop a roadmap to ensure that the merger of the sites was implemented correctly in legal terms and in compliance with all deadlines. At no time was there any intention to cut jobs or carry out restructuring with the merger of the locations. Thanks to intensive and constructive cooperation with the works council, it was possible to quickly adopt and implement a social compensation plan. This compensated employees in monetary terms for the additional expenses they would incur as a result of longer journeys to work. In addition, the management provided financial support for a move to the new location. For the employees, this was a clear signal that they could rely on the employer's promises.
Supply Chain Management realigned
The organizational structure of the pan-European Supply Chain Management was developed step by step in close coordination with the operational areas. This enabled the European supply chain platform to be set up in line with requirements and objectives. The HR Interim Manager designed a training program for employees that was tailored to the new situation. This ensured productivity and quality under the new conditions.
In order to communicate efficiently and comprehensively within the complex matrix structure, the interim HR manager sent regular information emails to all those involved within the group about the status of activities. In addition, regular telephone conferences were held with those involved to review outstanding issues and the progress of the project or to resolve specific issues. Another key part of the interimmandate was the search for and selection of the HR manager who would take on the position on a permanent basis after the transformation.
The process of merging went smoothly. By involving an external person in the change process, it was possible to gently replace the "old" world and prepare the foundations for the "new" world. A new HR manager was appointed. The HR interim manager accompanied the change project for another month until the end of the interim mandate.
