The subsidiary responsible for the DACH region of an internationally active, research-based pharmaceutical group with around 500 employees (approx. 16,000 employees worldwide) wanted to realign the sales department as part of the introduction of a new organizational concept. The HR director commissioned the interim manager to support this strategically important change process. In addition, there was a vacancy in the Organizational Development department due to illness, from which the interim manager was to take over tasks.
Three work streams processed for the introduction of the new organizational concept
The initial situation was as follows: The new organizational concept was in place and was to be introduced within a few months. Now the new organizational structure was to be accompanied by a comprehensive change concept. In this context, the interim manager was responsible for the personnel development strategy. For her, the project was divided into three work streams:
- Personnel development through workshops for managers and specialists
- Recruiting managers and specialist medical functions
- Coaching managers in conflict situations
More on the individual work packages below.
Personnel development with workshops for managers and specialists
A key focus was on various workshops for target groups ranging from top management to specialist functions. The interim manager was involved in planning the content as well as organizing and implementing the workshops. In the workshops, she concentrated primarily on coaching the managers in their new roles.
Recruiting managers and specialist medical functions
In recruiting, she conducted personal interviews with internal and external candidates and took part as an interviewer in assessment centers lasting several hours for managers in the sales area and for specialist medical functions. In this way, she was able to make a significant contribution to filling various newly created positions with suitable candidates in time for the launch of the new organizational structure.
Coaching: managers trained to deal with conflict situations
In another sub-project, the interim manager coached managers on how to conduct particularly challenging conflict discussions in a way that was both effective and respectful. In individual cases, the interim manager conducted these discussions with employees, their legal representatives and the employee representative bodies themselves. Ultimately, this made it possible to resolve even long-running difficult conflict situations by mutual agreement.
Preparing the sales department for changed roles and supporting them in their day-to-day business
The interim manager also designed further personnel development measures. For example, she played a key role in the development and evaluation of an innovative training concept for the sales department. This training prepared around 80 employees from two functional groups in the sales area for their new roles. In addition to designing the concept, the interim manager was also responsible for briefing and selecting (together with the purchasing department) various external training providers.
