An international mechanical engineering company from Israel hired the HR interim manager to set up an independent HR structure in the German branch. At the beginning of the interim mandate, the local branch did not yet have an HR department. All HR-related issues had previously been managed from Israel. However, due to restructuring in the parent company, this could no longer be guaranteed. The interim manager was given the task of setting up the HR department in Germany with a reporting line to the general manager and transferring it to regular operations.
Special focus on recruitment and employee retention
Together with the general manager and executives, the interim manager evaluated the HR processes required for the location and developed standards. At the same time, she organized the interfaces to all relevant areas of the company in Germany and Israel. She also defined the responsibilities.
A particular focus was placed on the alignment of recruitment, employee retention and support. Recruitment was previously carried out primarily via traditional channels such as job advertisements on the website and job boards. The interim manager expanded the range to include social media, among other things. This included LinkedIn and Instagram in particular. She also intensified the search via active sourcing on special industry platforms. Two vacancies were successfully filled during the course of the mandate.
Conversion to online seminars and discount for participation in online workouts
In the area of employee retention, the interim manager drew up an agreement on the organization of mobile working, among other things. She switched training from face-to-face to online seminars. It turned out that groups of three to six participants were the best way to convey learning content intensively and encourage discussions. In connection with mobile working, questions also arose about health in the workplace at home. The interim manager then initiated discounted access to online workouts, which was very well received.
New HR department designed as a manager self-service area
In the planning, the new HR department was largely designed as a so-called manager self-service area. This meant that the general manager and managers were to take over as many processes as possible themselves. The interim manager prepared the management team for the requirements in extensive personal training and coaching sessions, particularly in the areas of employment law, performance reviews and appraisals.
The interim manager initially took over day-to-day operations herself. Later, she gradually handed over important tasks such as time recording and HR administration, evaluations, statistics, job advertisements and the processing of all HR-related matters to an assistant.
Workshop for collaboration with external service provider
In the past, the German location had already worked with an external service provider on HR processes such as payroll and, in some cases, recruiting. The interim manager coordinated this collaboration by optimizing communication and HR processes and presenting the process between the external service provider and the company in a workshop.
Proactive communication significantly promoted project success
One of the challenges of the mandate was to involve the employee side in this far-reaching change process. The interim manager promoted acceptance through comprehensive and proactive communication. From the outset, she closely involved the works council and all employees affected by the changes in the discussions. After twelve months, the new HR department had been set up and the training of those involved had been completed. Managers, the HR assistant and the external service provider work together smoothly for the most part.
