Following the decision to transform the six regional sales organizations into one central organization, the HR interim manager was tasked with converting the employment contracts and standardizing the works agreements. Due to the heterogeneous individual regional regulations, this was a very complex process that required a great deal of coordination between the parties involved. At the same time, the top management had to be involved, as it influenced the ongoing process with policies and needed to be kept up to date on a regular basis.
At the same time, the HR interim manager supported the management as an HR business partner in realigning the business policy. He was involved in setting up new departments - from recruiting and internal coordination with the works council to operational capacity to act. The HR interim manager's negotiating skills were particularly evident in his dealings with the works council (BR). The works council had initially given a clear signal that it would not agree to any new external hires during the reorganization and the associated job cuts. However, confidence-building measures and discussions with the works council members ultimately made it possible to hire external candidates.
During the interim mandate, new instruments for compensation & benefits were also tested and introduced. The HR Interim Manager accompanied the introduction of the new car policy. He was also responsible for a sales bonus, which was introduced for the first time in Sales and was immediately implemented across the board.
Internally, the interim manager worked with colleagues to redesign the recruitment process and also tested its suitability for everyday use.
The assignment lasted around 10 months. The feedback on the interim manager from the specialist department was very positive. We received a very favorable written reference from the HR manager.
