In the financial services company with 30,000 employees across the group, several HR business partners had been entrusted with digital transformation projects at short notice. After a one-day handover, the interim manager therefore took on various tasks as HR Business Partner.
Strengthening employee loyalty and increasing efficiency
In the situation of corporate transformation, it was particularly important for managers to retain and promote the most valuable employees. Thanks to her expert knowledge, the interim manager was able to define suitable and cost-conscious instruments and measures and implement them together with the managers. These ranged from further training and coaching to smaller structural functional changes, which also significantly increased work efficiency.
Implementation of far-reaching transformation
An important area was the active support of the far-reaching transformation at employee level. The staff reduction was structured through an attractive voluntary program with instruments such as partial retirement, early retirement and severance pay or severance pay with transition to a transfer company. The interim manager provided individual advice on individual options and efficiently organized the consulting and contract process.
In the area of employment law support, the interim manager was responsible for:
- handling dismissals
- conducting difficult employee appraisals
- negotiating with the works councils
Recruiting experts through employer branding and active sourcing
At the same time, a large number of expert positions were vacant, some of which had not been filled for some time. Here, the interim manager advised on employer branding. She designed the job advertisements pragmatically in line with the employer brand and supplemented them with a text facelift. She expanded the active sourcing channels in such a targeted manner that within 6 months - and a series of precisely targeted interviews - all expert positions were filled appropriately.
Internal replacement of management positions
The transformation had also almost completely changed the organizational structure and significantly reduced the number of management functions. The aim of an internal recruitment process was to identify candidates who would fit in with the newly formulated management mission statement. To this end, the interim manager created precise, valid interview questions and advised the project team on the design of the selection process.
At the end of the 11-month mandate, all expert positions were suitably filled, the objectives of the volunteer program were achieved and the selection process for the management functions could be started.
