A medium-sized plastics manufacturing company is very successful as a supplier to the automotive industry. The senior managing director had led the company from the "garage" to a size of approx. 200 employees. Now the company was facing a generational transfer - from the founder to two of his sons. The interim manager was tasked with evaluating the company's HR work and providing selective advice.
Aiming for a change from autocratic leadership to participative management
The senior managing director was particularly dissatisfied with the autocratic structure in the company. Before the handover, he wanted to clarify how HR work in his self-made company could be improved. After initial discussions, the interim manager led a strategy meeting with the senior and his sons. It became clear that the sons wanted to change the management structures in a participatory manner and distribute responsibilities differently. This gave the interim manager the task of adapting the management tools.
Employee appraisals developed - appraisal training for managers
As management responsibility in the company was to be distributed among the people involved, the introduction of employee appraisals was a logical step. The interim manager based the design of the required documents on the values of the long-established company. He designed a workflow process and defined the content of the documents for the employee appraisals together with the management. In addition, an appealing layout was designed.
The interim manager then trained the management team and management in interview management. He explained the meaning and purpose of appraisal interviews in detail. The participants were given the opportunity to simulate appraisal interviews so that they could see for themselves how a structured interview works.
Company sees itself well positioned with new management structure
The appraisal interviews are now firmly established as a management tool. The new management team is convinced that it is taking the right steps with current employees and offering the right environment for future junior staff. The small company feels well equipped to adapt quickly and flexibly to future market changes with the new management structure, which still needs to be expanded.
However, the past also casts a shadow. Now that the previous managing director has retired, there are still some employees who have benefited from the previous structures - and do not want to give up their privileges. There will be convictions to change.
