The interim manager was engaged in this mandate as the successor to an interim manager in the HR Business Partner function. The client was a global manufacturer of medical and care products based in Baden-Württemberg. The main task was to recruit specialists for the field sales force.
Nationwide HR support for three sales territories
The new interim HR support was initially met with skepticism by the managers concerned. The willingness to cooperate was initially restrained. However, the interim manager was quickly able to establish a trusting basis for cooperation. He quickly familiarized himself with the client's processes and tools and took over the nationwide HR support for three sales regions.
Intensive support for the sales and regional managers in the recruitment process
The focus was on recruiting around 20 vacancies in the sales force. The interim manager provided intensive support to the sales and regional managers. This ranged from defining requirements and approving positions to designing the job advertisements. The interim manager also accompanied job interviews throughout Germany and supported the new employees from the drafting of employment contracts to onboarding. The managers found it particularly helpful that the interim manager used tools to structure the job interviews, including a personality questionnaire (Cubiks PAPI).
All vacancies in the field sales force successfully filled
The mandate also covered the entire operational spectrum of HR work. This included, for example, the socially responsible structuring of near-retirement departures, the reintegration of long-term sick employees and simply the administrative handling of functional changes. Cooperation with managers and the works council was constructive and successful from the outset. Over the course of the 7-month assignment, all vacancies were adequately filled.
New process for onboarding designed and introduced
The collaboration with the entire HR team was also very constructive. In the course of the operational activities, the interim manager identified potential for process optimization. He implemented a corresponding project for the process of onboarding new employees. The interim manager was also involved in ongoing projects such as the redesign of a management trainee programme and the consolidation of external service providers.
At the end of the mandate, the tasks of the HR Business Partner were redistributed within the HR organization.
