Haus der Lebenshilfe gGmbH, an established social institution for the disabled with around 220 employees, was focusing its HR work on monthly payroll accounting. The new managing director set the goal of introducing a modern personnel management system. Above all, staff were to be better supported and developed and managers were to receive targeted advice. A modern organization of working hours was also on the agenda. As an external HR manager, the interim manager initially took over the technical management of the HR department for 12 months, with a few days of presence per month. After all, the aim was to invest the limited financial resources available in social enterprises in the best possible way.
The regulation of working hours, granting of vacations, overtime and time off as well as the outsourcing of cleaning quickly led to intensive and active cooperation with the managers and the works council. In addition to professional expertise, open communication and a transparent approach, it was fundamentally important to develop an understanding of the special features of a social institution and the educational work of the staff. Trust and appreciation are essential working principles.
Four years later, the HR interim manager was able to successfully hand over responsibility to an internally developed HR manager. The processes in the company were reorganized through a series of company agreements. The HR department and other administrative and service areas were reorganized and partially outsourced. The employees benefited from target agreement discussions - and the possibility of an in-house collective agreement was explored.
