As interim HR manager, the HR interim manager took on the task of revising the organizational structure at a media company and rebuilding cooperation between all areas of the company. The background: following a change of management at board level and the associated departure of several managers, the company had noticed a great deal of uncertainty among employees. During the project, the company also acquired part of another media company and an online portal to supplement the existing portfolio. Here, the interim manager took over the integration of the employees and the tasks relevant to employment law. As part of the change management, he also took over the coaching of the management board. As interim HR manager, he acted as part of the management team.
Renewal of production, decision-making and communication processes
After an in-depth clarification of the assignment with the new Management Board, areas for action were identified and work theses formulated as part of the review of the organizational structure and the revision of processes in cooperation within the divisions and throughout the company. The interim manager conducted structured workshops and group discussions with all employees in the department or group network to review the theses and the content of the areas of action. Individual discussions of a similar structure were held with all managers.
The results of the workshops and individual discussions were presented to the Management Board and managers and the proposed options for action were discussed. One key finding was that a separation had become established between the employees on the one hand and the managers on the other, which was both an impediment to the flow of communication and had a paralyzing effect on work motivation.
Measures were developed to improve communication between managers and employees, increase the involvement of employees in communication, production and decision-making processes, evaluate individual performance potential and reorganize internal support processes.
Integrating new employees and designing new process requirements
The purchase of a division affected the editorial teams of several topic titles and topic portals. A change of location became necessary. After the initial discussions, it quickly became clear that many would accept the offer to move to the new location. At the same time, the integration of the employees taken over with the purchase presented the organization, which was undergoing change, with new challenges.
The HR interim manager managed the labour law preparations (package of measures in accordance with Section 613a of the German Civil Code and accompanying labour law regulations) and the "transitional assistance". Together with the managers of the acquired titles, he developed a coherent personnel concept as well as future personnel, organizational and structural planning.
Thanks to a detailed project plan and the professional and collegial cooperation of all those involved, the relocation and integration of the new colleagues went smoothly.
Design of personnel development and evaluation of employees
In order to improve cooperation between company management, superiors and employees, the HR interim manager recommended professional personnel development. The development process began with external weekend workshops. In the management retreat, the working levels worked together to develop the basis for management guidelines. In addition, targeted individual measures were initiated in the area of further training and the foundations for succession planning were laid. Selected employees were included in a job rotation program as a further instrument of internal further training.
