As an employed senior specialist for strategic HR and organizational development, the current interim manager took over the international project management for the design and introduction of a global performance and talent management system. The aim of the project was to improve strategic succession planning and increase employee retention, especially of high-potential employees. The client was an international automotive supplier in the premium segment with 70,000 employees in more than 20 countries.
Fine concept developed and agreed - company agreement concluded
In a first step, the interim manager gained an overview of the range of existing HR development tools. The aim was to integrate existing tools into the future system. As part of an interdisciplinary project group with international representatives, the rough concept for the performance talent management system was first presented and discussed.
The interim manager iteratively adapted the concept to international needs and the corporate culture. She integrated the changes into the detailed concept and created the corresponding forms and info sheets. Following approval by the management board, she began negotiations with the works council and concluded a works agreement.
Info events and training for managers and HR employees
The next step was a pilot round at top management level, after which the interim manager made further fine adjustments before the global roll-out began. During the global roll-out, the interim manager worked closely with the internal communications department. Her main tasks included information events and training for managers and HR employees.
She familiarized all local HR colleagues with the system at various train-the-trainer events so that they would be able to moderate the performance rounds themselves in future. Where necessary, the interim manager also offered personal support at the foreign locations. The topic of feedback, against the background of the performance reviews to be conducted, was also focused on once again during the introduction in order to refresh existing knowledge.
Reconciling the wishes of employees and employers
One challenge was reconciling the wishes of the employee representatives with those of the employer representatives. In addition, managers and employees first had to be convinced of the program's contribution to success, motivated to work together operationally and strategically, and intercultural challenges had to be overcome.
Suitability diagnostics for talent validation and training programs selected
The interim manager then worked with HR management representatives to draw up a plan on how to continue working with the data obtained in order to establish strategic succession planning worldwide. At the same time, she worked on the detailed concept for the accompanying talent program, with which personal development plans are to be developed for the identified talents. In this context, the interim manager evaluated aptitude diagnostic procedures for talent validation and subsequent training programs and selected an external provider as a service provider.
