In an accident insurance company with 1,600 employees across Germany, the HR manager was absent at short notice. The interim manager therefore took over the duties of the department manager with a short briefing from the division manager. The department had a total of 20 employees, 15 of whom were to be managed professionally, while the others were managed by two team leaders.
Travel expense management and job evaluations
In terms of content, the spectrum of traditional HR work ranged from personnel support to personnel development and payroll accounting. In addition, the interim manager introduced a new travel expense management program. She also began a company-wide job evaluation with a project team from the HR department. In both projects, the interim manager successfully took over project management - and occasionally mediated conflicts.
Competence model and management development
In the area of personnel development, the interim manager aligned the company's competence model for the future - and coordinated it with the company's managers. She also worked with the specialists to design a new in-house modular management development program. By the end of the mandate, the management had approved this program for implementation in practice.
Finally, the task was to identify suitable candidates for individual management positions. The interim manager developed an in-house assessment center for this purpose. She also recruited two HR experts for the HR department.
The mandate was completed after 10 months. The interim manager was subsequently commissioned to provide specialist advice on a number of occasions.
