Case Study
From Strategy to Execution: HR Transformation in Action
Interim HR Strategy Officer makes a notable impact on market development within Germany‘s fiercely competitive engineering labor market.
The Client
Boyden's client is an international engineering, architecture and management consultancy with over 18,000 experts worldwide, including 1,000 in Germany. They specialize in developing sustainable solutions and assisting commercial enterprises and the public sector in transitioning to a sustainable future.
The Challenge
At the onset of the project, the German company had 780 employees. The goal was to maximize market potential in Germany, aiming to employ 2,500 people by 2025. The expanison in the workforce aimed to further solidify the service company's global footprint.
By employing "knowledge experts" across various locations in Germany, the company had already begun driving growth in two parallel directions through acquisitions (inorganic) and recruitment (organic).
Due to its previous growth experience, which was reflected in a workforce of over 750 employees, the company found itself in need of more strategic and organizational management support from the HR function. The previous holder of the position was unable to fulfill this additional requirement and provide the necessary expertise.
The Solution
Before appointing a permanent HR manager with the necessary expertise, the decision was made to onboard an interim HR Strategy Officer. They were tasked with immediately and decisively initiating the transformation of the HR department.
- Creating the HR structures required to scale (grow) the national company
- Demonstrating a track record of achieving set goals through cost-sensitive, methodical and transformational management of the HR function.
- Professionalizing the HR organization and its associated tasks.
- Expertise in translating growth strategies into HR-related objectives
- Designing targeted actions to secure results by assuming appropriate leadership role.
- Successfully navigating an international matrix organization characterized by both group and country interests, while competently balancing alignment in this area of conflict.
- Proven experience in successful HR expertise within M&A projects and post-merger integrations.
- A managerial personality characterized by entrepreneurial acumen to routinely address business requirements, even unexpected situations.
The Results
The Interim HR Strategy Officer accomplished several key objectives within a brief timeframe:
- Team Stabilization through Clear Communication: By providing clear communication and outlining potential solutions and challenges objectively, the team’s stability was ensured.
- Rapid Assessment of Measures: Immediate and medium-term measures were swiftly assessed through thorough analyses and assumptions
- Prioritization and Reorganization: Tasks were reprioritized, and the team was reorganized to focus on essential objectives such as employer branding, ensuring efficient use of resources
- Establishment of M&A Center of Excellence: A specialized center within the HR organization facilitated the structured implementation of HR tasks related to acquisitions
In summary, the project yielded the following outcomes:
- Scalable HR structures: Structures were established to accommodate growth efficiency.
- Customized Employer Branding Campaign: Tailored campaigns were developed, including participation in a trade fair for recruitment.
- Realignment of Local Branding Concept: The local branding strategy was adjusted, resulting in the acquisition of a Senior Manager Recruiting (C-1) and 20 additional new hires.
- Development and Execution of People Strategy: A comprehensive strategy titled "Fit for Growth" was developed and executed, complete with a roadmap and budgeting.
- Successful Employee Survey Implementation: An employee survey, ESES, was launched resulting in an increase in results from over 4.0 to 4.2.
- Filling of Central HR Positions: Key HR positions were filled, and successors were selected, including the HR Director
These achievements rehabilitated the HR department's reputation and performance, fostering trust and effective cooperation with the HR corporate division.
Outcome:
During the Interim assignment, long-awaited projects were successfully completed, and the HR function‘s performance and service level were enhanced to align with growth.
Through a shift in the company’s self-perception, professionalization of HR processes, increased accountability and team expansion, the mandate led to a fundamental and sustainable improvement in HR function and performance.
In figures:
The successor inherited a 22% larger workforce, supported by a team that was strengthened by 40%. Budgeting and project planning, including project financing, could be continued on a solid foundation. The Interim HR Strategy Officer received excellent references from our Boyden client.
Sustainability:
Thirteen months post-completion- the transferred function continues to operate at peak performance.
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