The HR interim manager took over the interim HR management for two locations with 850 employees at a private equity-led company, as well as the disciplinary and professional HR management of six employees who reported directly to her. The company, which is currently being restructured, operates in the manufacturing sector and is highly regarded as a leading manufacturer of aluminum components for the automotive industry. The HR Interim Manager came on board when the new CEO was appointed. At the same time, she was appointed as a member of the Executive Board.
Operational and strategic HR work for two locations
The HR Interim Manager essentially ensured the operational and strategic HR work for both locations. This included, in particular, plant issues, the implementation of new shift models, works council issues, labor court cases and on-site management. In doing so, she challenged and supported her employees. Thanks to her empathetic nature, she was able to build trust with her team and managers very quickly. This enabled her to work quickly on the actual core issues.
The interim mandate included the task of changing the image of the HR department. One of the ways in which the interim manager tackled this task was by going into the production halls at unusual times (e.g. at 6 a.m. or 10 p.m.) as part of the three-shift model. In general, her work is characterized by the fact that she likes to face challenges personally and in contact with employees so that she can experience them for herself.
Collaboration with the works councils improved
The HR interim manager was able to improve the tense situation with the works council committees at both locations. This was achieved, among other things, through her presence at the location 500 kilometers away as well as through discussions and promises kept. In the course of the collaboration, the HR Interim Manager developed standardized forms and communication channels for both locations. At the same time, the works agreements between the locations were harmonized. With her appreciative and authentic way of dealing with conflicts, the HR interim manager was able to have a positive effect in re-establishing a constructive basis for discussion between the trade union organization and the company. Under the reorganized circumstances, the HR interim manager negotiated an in-house wage agreement for one location.
Salary structure and onsite management optimized
One project that had not been worked on for two years was the revision of the salary structure using the framework pay agreement (ERA). A collective restructuring agreement was in place for the company. In collaboration with the employers' association (BayMe), the HR interim manager developed a concept for the approach and implementation of the project. As part of a workshop, the HR interim manager took the managers and the works council on board and implemented the project in full, taking individual cases into account.
Selection and management of the new master on-site provider
The company was using around 40 percent temporary workers. In the course of increasing performance and optimizing costs, it was necessary to screen the previous service provider and, if required, find a new partner for on-site management. With this in mind, the HR interim manager sounded out the market and at the same time analyzed the internal requirements of foremen, managers, management and the HR department for the service provider. To this end, she developed a matrix and selected three potential service providers. The ideas of the service providers were presented in a workshop moderated by the HR interim manager. She conducted the contract negotiations alone with a budget of around two million euros in annual turnover. The HR interim manager was responsible for managing the new master on-site provider. At the same time, the previous processes and documents used were critically evaluated and immediately adapted.
New talent model established to combat skills shortage
In all her tasks, the HR interim manager always took the development of her employees into account. Thanks to her winning way of dealing with people, she was always able to motivate employees to get involved in a wide variety of projects and then hand them over to the team member, despite the high volume of work in the team. Through regular discussions, it was possible to achieve a collegial and fair working relationship within the team.
Due to the looming shortage of skilled workers in the industry and region, the HR interim manager developed a junior staff model. In collaboration with the region's universities and institutions, the HR interim manager was able to recruit dual students for the company. She also further expanded the company's vocational training. This included marketing campaigns, trade fair visits, an open day and cooperation with training companies in the region. The HR interim manager was able to secure further unplanned training places for the current year. Due to the internal increase in training volume, the training structures were adapted and the trainers were supported by the HR interim manager in workshops.
