Background: The company is an international service provider with a headcount of around 30,000 across all continents. More than 90% of employees work in Asia. The company has experienced double-digit growth rates for the last 15 years. This growth created the necessity for a central HR function. After developing an HR strategy, the company set up a small central team with the task of establishing key HR systems and processes for the organization. A few months before the board was due to trained on introducing the new performance management system, the Head of Talent left. No interim replacement was available. Only a few of the new standards had been defined. The IT system had been chosen, but customization had not yet started
"Using hkp/// within the firm as a temporary external resource enabled us to bridge the gap left by the vacancy in a flexible and targeted way. This meant that the tasks that needed to be carried out could be done in an efficient and timely manner, with the required quality level." (Head of HR Global)
Tasks: Within the HR organization, the Head of Talent function is pivotal for implementing HR strategy. The first task was to introduce the new performance management system in such a way that, starting with senior management, it could be gradually cascaded to the rest of the organization. A number of compensation-related issues still had to be addressed, such as the development model for existing employees.
Alongside the new performance management system, the company also needed to set an agenda for globally standardized development actions as a platform for corporate development. Very often, the Head of Talent has to perform extra, unexpected tasks, such as managing staff fluctuation. Part of the role is to ensure that the HR managers in overseas subsidiaries countries understand the agenda for the coming years and can support it with local expertise.
Role of hkp/// group :
Within a week, an interim manager from hkp/// with experience in this function was indentified and had joined the existing HR team. Drawing on the preliminary work done by the HR team, key elements in the new performance management system were introduced in a short series of workshops. Work began on the IT tool. The job of the interim manager was not only to supply the board with the information that they needed to make key decisions, but also to run the one-day training course for the board on how the new model and IT system worked.
Following initial success, the company extended the contract for interim management. The actual input provided was flexible, an hkp/// Senior Manager or Analyst working between one and four days a week, depending on what was needed.
The performance management system was cascaded to the other levels of management over the course of more than a year. The short-term incentive plan for the top 500 managers was standardized. Global leadership programs for the four levels of management were introduced. A team of personal developers in the various overseas subsidiaries was identified and instructed in developing and running the necessary training courses.
Challenges: Thanks to his experience in similar roles, the interim manager was able to structure the tasks properly, develop the necessary actions and agree them with the company's HR managers. Experience working internationally was important, particularly as the collaboration with stakeholders in Asia mainly took place through virtual channels.
Solution/outlook: With the projects under control and making good progress, the company could take the necessary time and care when searching for a new Head of Talent. As soon as an internal successor for the role had been identified, the interim management was scaled back and tasks gradually handed over in the course of two months. The company still uses hkp/// when necessary for consulting or specific small-scale tasks.
Frank Gierschmann, hkp/// Senior Manager
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