HR Project Managers in Germany

• Supported the strategic realignment of an HR organization affecting 4,500 employees; analyzed structures, roles, processes and governance and supported the introduction of a new HR partner model (public administration)

Negotiation and conclusion of works council agreements on Workday and other topics I Advice on and implementation of employment law projects in the HR context I Transfer of comple- x employment and works constitution law issues into practical solutions I Workday

• Focus areas: location analysis and career planning, support during change processes or conflict situations, stress management and work-life balance

HR responsibility for several business units, clusters and central functions in a software group that has grown through acquisitions.

• Advising executive teams and managers on organization, leadership and complex personnel matters.
• Analyzing and realigning structures, roles, responsibilities and capacities together with the business.
• Managing complex Employee Relations, performance and employment-law-related personnel cases; supporting restructuring and separation processes.
• Workforce planning and management using HR KPIs, personnel costs and budgets; talent and development decisions.

Selected project results:

HR support for the integration of formerly independent business units into cluster structures; realignment of roles, skills and capacities, as well as linking organizational and workforce planning with business requirements.

• Direct reporting line to the HR Director Germany; leading an HCM IT and transformation assignment in a SAP ERP / S/4HANA hybrid landscape.
• Reality check and solid documentation of end-to-end payroll/processing processes; development of an HCM IT roadmap as well as clarification of roles, critical points and interfaces.
• Translating business requirements into architecture-compliant IT solutions; steering SAP in-house, development, key users and external partners.
• Activating the team through knowledge transfer, a skills matrix and a training concept; preparing the organizational transition toward a shared service center.

• Available for interim assignments as Interim HR Director, Interim Head of HR, Interim CHRO, as well as HR transformation and project assignments; nationwide and pan-European, open to all industries.
• Focus: HR Strategy, organizational development, post-merger integration from Day 1, HR digitalization, performance management, building and scaling HR organizations.

• Evaluation of technical implementation options, including system selection (SAP SF, in-house development)
• Translation of HR processes into IT requirements
• Coordination of the international project workstreams involved

• Analyze existing configuration
• Compare to HR process and organizational designs
• Develop redesigns and roll-out plans
• Adjust security concept
• Perform testing and implementation
• Prepare documentation and hand-over

International automotive supplier, plastic injection molding, 5 HR employees

• Introduction and development of basic HR processes
• Rebuilding trust in the HR department, including payroll
• Negotiations with the works council
• Recruitment for management and production positions
• Reporting to higher-level structures
• Handling employment law matters
• Restructuring

• Manage the roll-out of a new employer branding strategy at international level (PMO)
• Finalise EVP concept/toolbox in collaboration with the external agency and define initial implementation steps
• Develop channel strategy for communicating/addressing the defined target groups both externally and internally
• Map recruitment (TA) processes and define a state-of-the-art standard, taking into account digital possibilities
• Identify optimisation potential of a procedural and organisational nature with the country organisations (task force/project team)
• Specialist contact and needs-based advice for HR on the topic of employer branding

• Analysis, redesign and rollout of core HR processes across the entire employee lifecycle
• Interface management between HR, IT and several departments in a complex corporate environment
• Supporting cultural change processes with a focus on shifting mindsets and cross-functional collaboration

• Resolving existing overtime errors and handling interfaces between Paisy and GFOS
• Providing operational support for the new overtime process
• Responding to employee inquiries
• Ensuring data transfer
• Coordinating with external service providers

• Overall responsibility for HR and Social Affairs for 260 employees
• Designed and implemented consolidation measures following a largely completed restructuring
• Built a functional and efficient HR department
• Set up recruiting and employer branding
• Set up HR development
• Managed 4 direct reports, reported to the Board
• Prepared and launched further restructuring measures and handed them over to the permanent successor