In the course of its growth strategy, an internationally active medium-sized company in the automotive supplier industry acquired a competitor. The mechanical engineering and component manufacturing company mandated the HR interim manager to assist with the post-merger integration.
Project manager for business transfers in accordance with BGB §613a
The HR interim manager acted as project manager for business transfers in accordance with BGB §613a for the plants and for the merger of HR processes and HR departments. Together with HR management, she drew up and was responsible for the HR project plan. This also included assigning the project teams, coordinating the sub-projects, tracking deadlines and advisory board reporting.
Her main task, however, was to analyze, compare, simplify and merge all HR processes and programs at all locations in order to achieve best practice as a result.
Proposal for the remuneration structure of the two companies developed
The interim manager also developed a proposal for the remuneration structure of the two companies, including benefits, as well as decision-making aids and calculations to standardize the different structures. These documents were used by HR management and the executive board to make decisions. The interim manager also analyzed all tasks in the HR department and made a proposal for a joint future HR structure based on the HR business partner model.
Due to the deteriorating economic situation, the company management decided to partially close one of the mechanical engineering plants. The HR interim manager was therefore also entrusted with the planning, calculation and implementation of this restructuring project.
Negotiated reconciliation of interests, social plan and works agreement
In the course of the partial plant closure, she negotiated a reconciliation of interests, social plan and a voluntary works agreement with the local works council. The interim manager was able to conclude the very constructive negotiations in just 3 months. This saved the company a high six-figure sum.
The interim manager implemented the social compensation plan and the voluntary works agreement largely by means of termination agreements. Thanks to the trusting cooperation with the employee representatives, a mutually acceptable solution was found. As a result, not a single action for protection against dismissal was brought before the labor court. The interim manager subsequently also oversaw the coordination and processing of employee departures (calculation of actual severance payments, management of the resignation process, etc.)
