From administrator to designer: the role shift from traditional HR officer to strategic HR business partner is shaping modern HR work in many companies today. The interim manager's time in a permanent position at Airbus Operations GmbH was characterized by a diverse and varied range of responsibilities, both as an HR Business Partner and as an HR manager in the production environment.
As an HR Business Partner, she was the first point of contact for all HR issues for managers at various levels, from foremen in production to senior managers in engineering. In her role as HR Business Partner, she supported managers in their day-to-day work and provided advice on various topics.
The important thing was always to support managers in their own development, and her coaching training was a great help here. She accompanied discussions with employees - when necessary and desired. This ranged from difficult cases in the areas of health, reintegration and disciplinary measures to more positive topics such as recruitment, personnel development and talent management.
Regular participation in management meetings was the basis for gaining a good understanding of the issues and challenges in the business. The HR manager's motto was to be on the ball, but not in it. This motto was and is the basis for her advice on strategic issues such as organizational development or succession planning and also for providing feedback.
Constructive change management
Constructive cooperation with the works council was achieved through regular communication and transparency. In her role as HR Manager, the HR Interim Manager accompanied a major reorganization including change management in addition to leading an HR Business Partner team. Within six months, two large specialist departments were merged into one. Many new management positions had to be filled. The tasks also included accompanying measures, such as workshops for the change process.
