In order to meet the requirements of the Federal Network Agency, 4 gas transmission system operators founded a new subsidiary in 2009, which combined the tasks in a new way. The task of the new company is to settle all contracts between gas traders and gas transmission system operators in the relevant market area. The tasks and processes are extremely automated and IT-driven. The HR Interim Recruiter was tasked with recruiting suitable candidates for the company and developing and implementing future-proof HR processes.
The main task in the project was staffing and transferring the processes from the parent companies to the newly created subsidiary. As the transfer of tasks from the parent companies to the new company was carried out on request "from outside", the HR InterimManager had to quickly establish good contact with the project participants of the individual shareholders. Otherwise, it would not have been possible to adequately implement the technical requirements in strategic recruiting and the subsequent development of the organization. Within the company, the interim manager initially worked as a link with three managing directors from the parent companies. He later cooperated primarily with the two new, permanent managing directors of the new company.
The interim recruiter initially built up the workforce from 5 to 45 employees in the various departments. This included, for example, the complete reorganization and training of a 24/7 dispatching team. Due to the massive increase in personnel, accompanying on-the-job training coordinated with the shareholders was necessary in order to be able to take on the complex tasks on time and in line with requirements.
One of the challenges of the project was to develop a future-proof organizational structure in close coordination with the managing directors. The interim manager ensured that the information and communication processes were aligned with the new structure. In the final phase of the project, he also developed a completely new, variable salary system for senior employees and supported its introduction.
After 18 months of full-time work, the interim manager supported the company for a further 24 months as required in an advisory capacity to ensure the optimum transfer of tasks and responsibilities back to the new HR employee.
