The task in this HR interim mandate was to examine the entire HR area, including all interfaces and processes. The goal: to bring HR up to date and audit-proof.
The company had grown rapidly (5 locations in 3 pay scale areas). The payroll department (7 clerks, responsible for 5,400 payrolls) was no longer able to cope. There was a lack of audit-proof processes. Legal requirements were insufficiently implemented or not implemented at all. The SAP system was neither up to date nor was it being used optimally. The knowledge of the administrators was inadequate for modern payroll accounting. There was a lack of knowledge of SAP HCM as well as current tax and social security law.
First, the HR interim manager held individual and group discussions to determine the level of knowledge and development potential of the employees. She observed, scrutinized and documented all of the individual employees' work steps. None of the employees had ever worked in another company (they had been with the company for 25 to 40 years). This made it difficult to gain insight to rethink the long-established processes.
Concept for reorganizing HR processes and payroll
The interim manager prepared a comprehensive analysis and documentation of the weak points and the associated risks for the management. In a concept for the reorganization of HR processes, she presented new and audit-proof solution proposals - and then implemented them. The SAP system was brought up to date and processes were automated through various settings. The employees were given intensive coaching and training to enable them to work effectively and in compliance with the law. To support them, a large number of (system) descriptions were also created to enable them to carry out even complicated tasks in the SAP system step by step.
