An internationally operating media company had set itself the goal of making a sustainable contribution to profitable growth through its HR work. Derived from the corporate strategy (internationalization, digitalization and market leadership), HR work was therefore to be realigned. On the one hand, the aim was to find and retain the best employees to achieve the company's goals. On the other hand, "best in class" HR work was to ensure an increase in HR efficiency.
Overall project manager as Head of HR Controlling and HR IT
During the project (June 2014 to August 2015), the current interim manager was employed by the company as Head of HR Controlling and HR IT. As overall project manager, he implemented the project in three phases
Personnel strategy, process matrix and process model reviewed and adapted
The first phase was dedicated to analysis and design. Focus interviews in the management levels and specialist departments as well as in the HR department were used to evaluate satisfaction with HR work. Based on the results, the HR strategy, the process matrix and the process model were reviewed and adapted. Furthermore, an HR service delivery model was developed and transformation planning was set up.
Organization for HR Corporate, HR Consulting and HR Shared Service Center
In the second phase, the concept was further refined and implemented. The strategic and operational HR processes were successfully harmonized. The interim manager developed a granular organization for HR Corporate and HR Consulting as well as the HR Shared Service Center. He defined responsibilities, roles and interfaces under the reference point of communication and change management.
New organizations introduced and IT structure adapted
In the implementation phase (phase three), the project manager introduced two new organizations. He also improved internal communication within the HR department and at the interfaces with customers and the works council by finding and implementing training courses for employees in the core areas. At the same time, he adapted the IT to the new process requirements. Team-building measures made a significant contribution to strengthening and further developing the new HR structure.
Successful outsourcing to shared service center frees up capacities
The HR processes going into the shared service center were successfully described and re-modelled. Interfaces and responsibilities within the HR department changed. The HR Business Partners and the Centers of Expertise (CoEs) are now relieved of administrative tasks and gain new capacities. They can focus more on strategic tasks. The spin-off and new formation of the HR Shared Service Center with the areas of payroll accounting, personnel administration, training administration and recruiting was also successful.
KPIs and dashboard ensure greater transparency
Key performance indicators (KPIs) are now used to manage HR work. A dashboard with daily updated key performance indicators for the Management Board and level 1 managers creates new transparency.
One of the interim manager's tasks was to involve the employees in this far-reaching change process. This was also successful because the project manager maintained close contact with the works council from the outset and provided intensive information.
Administrative HR costs reduced by 20 percent
The project led directly to an increase in efficiency, quality and employee and management satisfaction. Administrative costs were reduced by 20 percent.
