Göbber GmbH, a medium-sized, family-owned company in the food industry, was managed by the owner as managing partner in the fourth generation. The managing director had now decided to transfer the chairmanship of the management board to an external managing director for the first time. This brought about a fundamental change in the company, which the interim manager for HR closely supported. In particular, the aim was to transform traditional HR administration into modern HR management. This included optimizing relevant processes and personnel and cost structures.
The highly dynamic nature of the changes introduced left no time for comprehensive analysis and familiarization. A series of operationally necessary individual measures were implemented in the first four weeks. At the same time, a comprehensive action plan was agreed with the management, which also sent a clear message to the employees: "Performance, reliability and flexibility should be rewarded!"
Eleven months later, the interim manager handed over a well-established department to the new, permanent HR manager after a short handover and induction period. The following goals had already been achieved:
- A completely new working time regulation for production, logistics and technology had been concluded as a company agreement, implemented in SAP and had already been effective for four months.
- In conjunction with some individual personnel measures, there was a noticeable positive cost effect.
- Mechanisms and key figures now formed the basis for the targeted management of personnel requirements.
- A new remuneration structure was introduced for top performers in production.
- Human resources management was valued and sought out by management as an equal advisor.
- The reorganization of the distribution of tasks in the HR department was initiated.
Even one year after the end of his interim mandate, the measures he introduced and implemented have proven to be appropriate and sustainable.
