First, there was a carve-out, followed by a takeover by a foreign group—two processes that significantly reduced and weakened the People & Culture (P&C) team in Switzerland. In this report, I’ll share how I, as an Interim Manager, was able to rebuild the team and processes alongside the new P&C Manager for Switzerland, and the approach I took to do so.
The initial situation
On-site, I found a significantly reduced P&C team with basic structures in place. Clear processes were lacking, and the handover of outsourced tasks to external partners had not been fully completed. However, one thing stood out clearly: the strong determination to rebuild both the team and the structures.
The main problems
The carve-out resulted in the loss of valuable knowledge and experience. Additionally, the Swiss corporate culture was not fully considered by the Group. The Group had hoped for stronger synergies with neighboring countries, but these did not materialize as expected.
The big challenge
Some members of the Swiss team were unwilling to embrace these changes and left the company. The P&C team lacked resources, processes were unclear and the Group put pressure on them with high and short-term requirements.
The solution approach
The aim was to consolidate the foundations and at the same time regain trust in the P&C Switzerland team within the organization. In order not to overburden the team and to support the company in the best possible way, I focused on a pragmatic prioritization of tasks. This included:
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Creating clear structures: Processes were simplified, redefined and implemented.
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Promote understanding of Swiss culture: Through open and honest communication, we created an awareness of local characteristics.
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Efficient cooperation with the Group: The balance between Group requirements and local needs was actively managed.
Added value for the company
The company was able to benefit sustainably through commitment, clear structures and measurable successes. My broad expertise in a wide range of topics and the open cooperation with the Group were particularly appreciated.
Milestones achieved
Thanks to my position as interim manager, key successes were achieved:
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Reconstruction of the P&C team and successful handover of all tasks to a functioning team.
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Project management for the change of external payroll partner, which was successfully completed within just two months.
Conclusion
Successful interim management means not only overcoming existing challenges, but also leaving behind sustainable structures. In this project, we were able to build a strong, functional P&C team that is up to the challenges of the Group - and at the same time takes into account the special features of the Swiss corporate culture.
A look at this process shows that openness, clear structures and cultural understanding form the basis for a successful transformation.
Are you facing similar challenges? Do you need short-term support to optimize processes, build a strong team or better manage the synergies between corporate requirements and local needs? Let's work together to find a customized solution for your company. We will be happy to support you.
Contact us: office@top50interim.com or +41 (0)41 412 02 02.
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