After a successful carve-out from a corporate group, the HR interim manager was tasked with rebuilding the HR department of a biotech company in Munich.
The first task at the start of the project was to gather the knowledge of HR colleagues from the corporate group and transfer it to the new company. This was done under considerable time pressure, as the carve-out involved outsourcing payroll accounting to an external service provider. The outsourcing service provider also took over travel expense accounting, for which a new tool was introduced at the same time.
Complexity also arose from the company pension scheme, which is regulated for some of the employees in an IGBCE collective agreement. Here, it was necessary to contact the external service providers and discuss further conditions and cooperation. The HR interim manager was also responsible for commissioning the preparation of the annual actuarial report. In company negotiations with the employee side, she also negotiated new agreements on the use of IT, data protection and working hours.
Successful restructuring
In addition to setting up the HR department, the interim HR manager supported the restructuring of a division that was being closed down. These activities focused on social selection, discussions with the works council and the negotiation and drafting of termination agreements.
In addition, the interim manager built up the new company's recruiting. She reduced the number of temporary employment agencies and centralized them. In order to improve her chances in the competition for specialists and managers, she intensified contact with personnel consultancies and headhunters.
