The dismissal of the HR manager gave the new management the opportunity to realign and modernize the HR department. The aim was to noticeably reduce the age structure, establish a personnel development system and significantly improve employee satisfaction. The interim manager initially took over HR management on an interim basis and ultimately remained in this role for almost three years.
The first few months were characterized by ensuring day-to-day business and a high pressure to act on many employment contracts, recruiting, training, labour law issues and collective bargaining. It was then necessary to work on the processes and structures. The three particular challenges were:
- Developing a willingness to change among long-standing and experienced employees "shortly before retirement"
- "Cleaning up" various older issues
- Starting cross-location modernization and development projects
Rejuvenating the HR team sets the course for smooth succession
The HR department of the company (around 1.000 employees) with several plants consisted of three payroll employees and one HR manager. They formed a well-established team with many years of experience, and the same applied to the processes. Payroll ran on the AS 400 system - complex but stable. Time management was introduced slightly differently in each plant. Workflows were not stored. All processes were carried out on paper, by email or on demand, with a lot of manual input and checking work. The expertise in the department had grown and was firmly anchored in people's minds. Two of the three employees only had a few years until they left due to age.
The hiring of an HR student trainee was the first investment in a junior employee. This step contributed significantly to the fact that the introduction of a digital personnel file became an early and important success for everyone within just three months. A short time later, a trainee was taken on as a permanent employee in preparation for succession in payroll accounting. The "old hands" in HR administration showed great willingness to train the young people. By rejuvenating the HR team, the interim manager had laid the foundation for the successful development of the department.
Modernization of the recruiting channels and applicant administration
In the further course of the project, the interim manager initiated numerous new processes. These included modernizing the recruiting channels and applicant administration. The switch from Excel to system-supported key figures and analyses as well as the changeover from flat-rate to demand-oriented personnel and budget planning were further focal points.
Filling vacancies and significantly reducing the average age of the workforce
In other sub-projects, the interim HR manager reorganized training and personnel marketing as well as training and introduced annual employee appraisals. As a pilot project, he established a qualification matrix in one plant. Vacancies were successfully filled with comparatively young applicants. At the end of the project, the average age of the workforce was 45. The tender for a new time management system was completed, the replacement of the AS 400 was in the preliminary planning stage and the implementation of the General Data Protection Regulation (GDPR) was ensured.
Intensive management development has a lasting impact on corporate culture
One particular sub-project was an employee survey on employer attractiveness in collaboration with "Great Place to Work". Subsequently, working groups were formed for a continuous improvement process (CIP). The goal: to develop the company into a top employer in Germany. In addition, the interim HR manager designed and led special workshops for all managers at all locations. With these workshops and additional training in management development and promotion, he provided important impetus for leadership behavior and the corporate culture.
