In this company with 800 employees and locations in 16 countries, the interim manager developed the company-wide HR organization during her time as an employed HR manager. At the same time, she shaped the realignment of the HR department to become an HR business partner.
The company, which had been managed by the founder and owner for many years, was initially bought by an international group and then sold on to a private equity fund a few years later. In the three years prior to this sale, the company had grown very quickly (approx. +30% employees). During its time as an independent unit within the group, the company had largely retained the culture of an owner-managed company. It was only loosely integrated into the Group's service functions. All country subsidiaries managed their HR matters largely independently, mostly through the general manager.
After the takeover by the private equity fund, the position of global HR manager was created in the management team. The goal: to build a company-wide HR organization that supports management as a business partner. Particular attention was paid to initiating and shaping a necessary cultural change.
With "quick-win" projects and fast, successful support in difficult situations, the manager convinced the managers in the countries to see the central HR function as a supportive partner. This also included coaching managers in the areas of employee management, employment law principles and communication.
The HR manager developed an HR strategy and a concept for a lean, efficient HR organization. She first put together the necessary HR teams at 3 locations worldwide. She then began to gradually introduce processes, guidelines and tools throughout the company, taking local conditions into account. Together with the Finance department, she developed a planning and controlling system for all HR costs and implemented this system worldwide.
The end result was an HR organization that supported management as a proactive business partner. There was consistent internal communication of the company's goals and values as well as constructive cooperation with the works council. The HR guidelines and HR processes were transparent for managers and employees. A transnational network of reliable external partners is now in place, particularly in the area of recruitment.
