An Interim CHRO structures the HR department of a German start-up company in the IoT sector and makes it compatible for continuation of challenging international growth targets.
Our client is the leading provider of connectivity and software for the Internet of Things (IoT), offering fast, secure and reliable mobile connectivity and software services. Founded in 2017, the company is transforming the global market with its unique offering in the IoT space. The company now serves its more than 10,000 customers in 150 countries with fast and secure IoT connectivity and software solutions.
The HR team was severely understaffed and lacked professional and strategic approaches for people & culture - both essential factors for further accelerated growth and at the same time as a foundation for a stable organization. Due to the global expansion, a global HR & Recruiting strategy and the establishment of international HR structures were urgently needed. A rapid build-up of a larger HR team as well as the introduction of the most important HR processes had to be created in short term as the most urgent prerequisites in order to achieve the company's growth goals.
After an analysis of the current situation and the creation of a global HR strategy, the interim manager worked with the CEO to define the focus of the assignment on recruiting, building the HR team, HR tools and benefits. To handle the high recruiting volume, a professional recruiting process was defined and new recruiters were hired. HR business partners were also gained and a talented internal employee was further developed as the future Vice President of HR.
New employer record structures made it possible to hire international candidates remotely in countries without a subsidiary.
Modern HR tools such as the implementation of the HR software Personio formed another important building block for the professionalization of all HR processes. In addition, new fringe benefits for mental health, pension plans and a share program were implemented. The development of new communication formats enabled some managers as well as employees to be closely involved in the redesign of HR processes. In the course of the growth, a new organizational structure and standardisation of job titles were also implemented.
After 9 months, the roles and key processes in HR had been redefined, the Personio program had been installed and the team was fully staffed with Vice President HR, HR business partners and recruiters. This meant that all the necessary HR structures were in place for further growth. The new additional services generated positive feedback from the organization. In addition, the COO gained complete transparency of all HR issues through the newly developed HR strategy and could be confident that the HR team was perfectly positioned for the next expansion period.