The commissioning company had been sold and reorganized several times in the years prior to the interim mandate. Many of the good specialists and managers had left the company. The credibility of the management, which had also changed several times, had been severely damaged. The interim manager joined the company as a member of the management board on a temporary basis.
The most important task of the interim HR manager was to regain the trust of the employees and find a trusting working relationship with the works council. By listening to the concerns of all those involved, actively listening to them and quickly implementing agreed changes, it was possible to create new trust and moderate opposing positions in a balanced manner.
Progress despite insolvency proceedings
This was made more difficult by the limited room for maneuver during insolvency proceedings. However, progress was also possible here. Thanks to the good cooperation with the insolvency administrator, it was possible to be reintegrated into the employers' association. At the same time, several employees were given temporary employment contracts. The fact that temporary workers could be employed also relieved the burden on the production workforce.
In full compliance with a valid works agreement and in trusting cooperation with the works council, the employment relationship with an employee who had suffered from alcoholism for many years was terminated. This provided further impetus to develop initial approaches for occupational health management in the company. Initial projects were planned in cooperation with health insurance companies.
