Showcases for HR projects
Lack of service quality of a sub-supplier results in a takeover
Project type: Spin-off / spin-off, mergers & acquisitions (M&A)
As part of a project in the human resources department of a supplier in the telecommunications industry, a quality issue with a subcontractor in Switzerland was analyzed and solution options developed. An on-site assessment of service quality, the working environment, and the customer relationship was conducted. It became apparent that the customer relationship was severely compromised and that termination of the contract was imminent.
After examining the political dependencies and coordinating with the company's top management, several solution scenarios were developed, whereupon the management decided to take over the employees and return the service to its own portfolio.
Attractive, locally customary employment contracts for 35 affected employees were developed in accordance with Article 333 F of the Swiss Code of Obligations and presented discreetly and personally. After the contracts were signed, negotiations with the subcontractor began to secure the vehicles and equipment required for service continuity.
Following the completion of the asset deal, the project team coordinated the migration of employees and investments into the company together with the local HR staff. These measures enabled the service in Switzerland to continue seamlessly and at the usual high quality.
Restructuring through voluntary program
Project type: Restructuring measure
A company-wide voluntary workforce reduction program was approved by the executive board of a corporation. The measure affected employees at several locations in Germany and was to be completed within twelve weeks.
During the preparatory phase, a process was developed, which was then discussed with the HR department at headquarters and the HR site representatives, and optimized based on their comments. The process was presented to the workforce during the official program communication. All employees received an individual calculation of their potential severance pay via the Employee Self Service Portal. Sample termination agreements and a question-and-answer document were communicated transparently and continuously updated throughout the project.
An external HR agency set up a service hotline through which employees could register for the volunteer program. After line managers consulted with employees, appointments were coordinated to explain and hand over the termination agreements. The termination agreements were provided in a standardized format using a document creation tool. For reasons of neutrality and to reduce emotional stress, external HR business partners conducted the termination interviews. Knowledge transfer and the clarification of open questions were ensured through morning meetings between external and internal HR business partners. The daily appointments and the provision of the termination agreements were coordinated.
After three weeks of preparation and seven weeks of implementation, a high three-digit number of employees left the company. The transparent and respectful implementation of the program was positively evaluated by both the board and the remaining employees.