Projects and Interim Management Assignments of TückingPM
Human resources project case studies
Project Manager payroll transition
Client
Manufacturing company
Starting position
Approach
First, together with the contacts nominated by the client, I established the scope (the processes to be transferred), timeline (end date) and outline conditions (e.g. application of tariff and works agreements), and defined the project goals accordingly.
In consultation with the payroll service provider I mapped out what they needed to know, and by when, in order to implement the payroll accounting, timesheet recording and interfaces by the agreed deadline.
As project manager, I coordinated all interactions between the client, acquired business and external payroll provider. I chaired regular project meetings, formulated to-do lists and monitored the actions taken through to final implementation.
Two factors presented a particular challenge: first, the diverse cultural perspectives of the acquiring corporation and its new business unit, and second, the highly contrasting interests of all the involved parties. Apart from my personal liking for challenges, in such situations I can always draw on my expertise in the field of business mediation.
Outcome
Implementation of payroll, timesheet recording and internal interfaces within the allotted timeframe.
Negotiation of reconciliation of interests and social compensation plan
Client
Manufacturing company
Starting position
Approach
As a new appointee to the negotiating team, I first familiarised myself with the objective, timeline and current state of the negotiations. In this connection I consulted not only the negotiating team, but also the stakeholders, including the project owner, head of transformation and C-level executives. By talking to the HR business partners and departmental heads, I gained an insight into both the benefits of the transformation and the difficulties and obstacles associated with its implementation. Through personal contact with the works councils I learned about its viewpoint and concerns. Since the process thus far had lacked structure, I began by clarifying the parties’ roles. The negotiating team, HR business partners and workstream leaders in particular reaped the rewards of this action. All meetings and negotiations were documented and to-do lists were produced and monitored through to completion. Apart from building trust through transparency, this also freed up time.
The very different perspectives and interests of the parties and stakeholders made the finding of a consensus a challenging task. In order to achieve this goal, it was imperative to raise the international management team’s awareness of both the relevant statutory provisions and the role and influence of the works councils on the negotiations. As a mediator and coach, this was familiar territory for me and a challenge that I was happy to accept.
Outcome
Timely reconciliation of interests and agreement of a social compensation plan, including a transfer company.
Interim Human Resources Director Germany
Client
Manufacturing company
Starting position
Approach
In order to identify both the goals of the transformation being pursued by the company and the requirements to be satisfied by a re-engineered HR department, I began by consulting the senior management in Germany and the global human resources management team in the UK. I then analysed the HR department in Germany, held detailed discussions with employees and learned about their perspectives and motivations. Based on the information I had gathered, I presented my proposal for a future-proof HR organisation in Germany to the Managing Director for Germany and the Global HR Director.
As a rule, the challenges presented by transformation projects do not include putting pen to paper to describe a new organisation or new processes and then announcing the outcome to HR and the rest of the business. Instead, the primary mission is for the change to be adopted and put into practice – both within HR and throughout the company. To this end it was crucial to listen and to understand why things had been done in a certain way in the past. Only then could the transformation be realised, one step at a time.
While implementing the change, we had already initiated the search for the HR Director Germany. The appointee was brought on board 10 months after the start of the project and was then familiarised with his role by me over a 4-week period.
Outcome
Establishment of the new HR organisation and its principal processes after 11 months, giving the new HR Director Germany a platform for further development.
Below is a list of further selected interim management assignments and projects.
Interim Manager Human Resources
EMEA
Transformation human resources/shared services
Interim Manager Human Resources
Change management
Implementation of reconciliation of interests and social compensation plan
Interim Manager Human Resources
Team development
Interim Manager Human Resources
EUROPE