The interim manager was commissioned by a medium-sized manufacturer of specialist software for the digital management of dental practices as Chief Human Resources Officer (CHRO). His remit included setting up a professional human resources management (HRM) system and filling several vacant key positions for the company's further growth. He was also tasked with identifying the need for action in terms of HR management and organizational development.
Non-current HRM jeopardizes competitiveness on the labour market
The company, founded in 1992 by a dentist as a pioneer in its sector, operates from its headquarters near Böblingen for the entire German and European market. It helps its customers to optimize processes, operate more efficiently and profitably and put patients first. The target group is all dental facilities, from small dental practices in the countryside to large urban practices and dental clinics.
In 2018/19, the company had grown considerably without "taking along" the organizational and cultural structures. HR management was limited to administrative processes, especially payroll accounting. Key positions had been vacant for too long. Many functions in the company were not optimally staffed or were staffed at significantly excessive costs. Operational HRM was not modern and there was no recognizable HR strategy. The company was increasingly risking its competitiveness on the labor market.
With targeted recruiting, all key positions can be filled
Even before the start of the mandate, the interim manager drew up a list of questions similar to an HR audit to prepare for the collaboration. After detailed discussions with the managing partner and several managers, the most important areas for action were identified within the first week of the mandate.
In addition, the interim manager developed ideas for filling the key positions, which were now noticeably paralyzing the company, even before the project began. These positions included department heads, team leaders, product managers, an HR business partner and a deputy sales manager. At the start of the mandate, the interim manager implemented these ideas. He developed a targeted and cost-effective search strategy for each vacancy. All vacancies were filled by the end of the project. The interim manager also defined and documented standards for the recruitment process. Finally, he coached the managers on best practices, particularly with regard to cost-per-hire, time-to-hire and candidate experience.
HR strategy and HR Business Partners pave the way for the future
The company developed its strategy for the coming years in a workshop. The interim manager moderated this process for HRM, identified the need for change and formulated an HR strategy with the managers. He created the position of HR Business Partner and recruited a suitable person to be responsible for recruiting and personnel development. This enabled the success of the project to be sustainably secured and expanded.
Personnel requirements for growth are permanently in place
After seven months, the HR interim manager has created the conditions for further growth:
- The vacant, highly critical positions were filled cost-effectively, quickly and optimally. This also included the newly created position of HR Business Partner. The company is now familiar with modern recruitment methods (e.g. active sourcing) and uses them in the war for talent.
- The first measures were implemented for other topics such as employer branding, talent management and compensation & benefits. "Plug-and-play" concepts including a road map for further development are available.
- The company has redesigned its career website, is present on all relevant social media channels, has professionalized onboarding and introduced an annual employee review.
