The HR expert was hired as Interim Head of HR Services, Systems & Controlling to introduce an IT tool for personnel capacity and cost planning for more than 2,000 employees at a medium-sized leasing company. The job holder had resigned and a successor had not yet been found. The team consisted of 9 employees whose main focus was on ensuring proper payroll accounting.
The company had previously created its personnel capacity and cost planning using Excel lists. This was not only cumbersome, but also inaccurate. In addition, the planned capacities of the specialist departments were too high in total. They were then reduced again in several steps. The interim manager took on the task of aligning the personnel capacity and cost planning with divisional target values derived from the corporate strategy. On the other hand, he coordinated an IT tool internally and externally in line with the digital age.
Concerns about digitalization dispelled through proactive communication
The challenge in this project was less on a technical level and more on a human level. The new planning process was initially met with a lack of understanding. Both managers and employees had to be convinced in terms of content. In order to increase acceptance of the new IT system, the interim manager involved all subsequent users at an early stage. In addition to his team, the group of users included the HR manager, HR managers, department and business unit managers as well as Group Controlling. The interim manager also involved IT and the works council in the project at an early stage. At the same time, he coordinated with the provider of the IT tool.
High ongoing recruitment requirements integrated into personnel cost planning
Other challenges included the company's high ongoing recruitment requirements. For transparent personnel capacity and cost planning, it was necessary to define a generally accepted starting point for planning. This means defining which headcount plus which of the ongoing recruitment measures are considered to be set and are no longer relevant for decision-making.
The interim manager worked with the team to determine which wage and cost types should be taken into account when planning personnel costs and how. This also applied to data from personnel administration and time management for personnel capacity planning. The interim manager agreed on assumptions for the following parameters:
- Replacement of staff when temporary contracts expire or retirement begins
- Consideration of long-term sickness
- Employees on sabbatical
- Employees on parental leave or part-time
New IT tool coordinated and introduced as a SaaS/cloud solution
The company had decided on a suitable IT tool that is operated as a SaaS/cloud solution (Software-as-a-Service) by the provider. He coordinated the resulting security challenges with the IT Security Officer. He also ensured that the requirements of the new General Data Protection Regulation (GDPR) were taken into account. This was coordinated with both the external data protection officer and the internal legal department. Concerns expressed by the works council were addressed in good time and could thus be resolved.
Personnel capacity and cost planning in operation on time and on budget
The project team led by the interim manager was able to introduce the new IT tool on time and on budget to the client's complete satisfaction. Personnel capacity and cost planning is now both faster and more transparent. In addition, managers now have access to all relevant employee information. Last but not least, detailed target/actual variance analyses are now possible. These will be established at the start of the new budget year.
