Achievements

Structuring

Within the framework of the development of its subsidiary in Africa, this industrial group has assigned an HSE project manager to set up processes, train and raise awareness among local teams.

Duration : 18 months

Operational coaching

This humanitarian NGO has promoted its HR Director internally and would like to give him the best chance of success. To do this, the managing director calls in IMT Partners for an interim manager who will support and transmit know-how. In addition to the transfer of skills, his assignment consists in structuring the perimeter.

Duration : 6 Months

Operational coaching

This humanitarian organization has just promoted its internal HR manager and wants to give him a maximum chance of success. To this end, the general management has called on IMT Partners to provide an interim manager who will accompany and transmit his know-how. In addition to this transfer of skills, his mission will consist in structuring the perimeter.

Duration : 6 months

Although generating just 3% of group revenue, the niche software accounted for 15% of EMEA revenue, and the envisaged disposal of the activity would have immediate repercussions for employees of the French and German subsidiaries.

This is the background to which the client's Area Management people decided to call on the services of a Change Manager to ensure complete compliance of its HR processes with legislation. The missions entrusted to the Change Manager were as follows:

• Prepare an overview of the HR processes applied within the French and German subsidiaries;
• Prepare an "HR" timeline detailing legal obligations, deadlines to be respected and templates of associated documents;
• Prepare HR processes and manage their deployment within 6 agencies based in France.

Storyboard:

The first 2 weeks of our intervention took place in San Francisco to give the Change Manager an opportunity to become familiar with the group's history and culture, as well as with the HR processes and practices of the head office.

The second phase of the intervention took place mainly in Paris, as well as inside the group's agencies in France. To begin, the Change Manager prepared an overview of the HR function, and then prepared a document describing the target processes for the European subsidiaries. In doing so, our expert drew on the group's social performance reporting in order to base information feedback on the same format.

The challenge of this mission was twofold: provide reassurance by guaranteeing compliance of these HR processes with the social agenda, while simultaneously facilitating the operational aspects by setting up the corresponding template documents.

In 5 months, the intervention of the Change Manager led to a complete overhaul of the Human Resources Management for the EMEA region. And, apart from the Compliance/Human Resources hub, the mission also increased the reliability of information produced, boosted operational efficiency thanks to standardized documents, and harmonized reporting with the group format.

Duration : 10 Months

Our client is an American software company distributing its products in the EMEA zone through a French and a German subsidiary. Within the framework of the sale of a product family representing 15% of its turnover, the group uses the services of an interim manager to rethink its Human Resources Department.

The products sold address a niche market and were developed on the fringe of the activities of a recently acquired entity. In fact, these software packages are a legacy that does not correspond to the clear positioning desired by the group.

Although they represent only 3% of the group's turnover, they account for 15% of the EMEA zone and this sale will have immediate repercussions for the French and German subsidiaries' workforce.

It is in this context that the management of the area decides to use the services of an interim manager to ensure that its HR processes comply with the legislation, by entrusting him in particular with :

• The realization of an inventory of the HR processes applied within the German and French subsidiaries
• The implementation of an "HR" calendar including legal obligations, deadlines and associated document templates
• The drafting of HR processes and their deployment within the 6 agencies based in France

Storyboard:

The first two weeks are spent in San Francisco so that the manager can immerse himself in the history and culture of the group, and become familiar with the HR practices and processes at headquarters.

The second phase of the assignment will take place mainly in Paris and within the agencies in France. The interim manager will first of all carry out an inventory of the HR function and then draw up the target processes for the European subsidiaries.

To do this, it is inspired by the group's social reporting system in order to use the same format for reporting information.

The challenge of the mission is twofold: to reassure by guaranteeing the conformity of the processes with the social agenda, while facilitating the operational aspect by setting up the corresponding standard documents.

In 5 months, the use of the interim manager enabled a complete overhaul of the EMEA Human Resources department. In addition to the Compliance/Human Resources base, the mission made it possible to make the information produced more reliable, to gain in efficiency at the operational level via standard documents and to harmonize the reporting with the group format.

Duration : 10 months

"The launch of a new commercial brand and the creation of an economic and corporate unit are the starting points for the regrouping of these two players in the aeronautics sector. The centralization of the support functions is one of the components of the 5-year strategic plan, whose upstream phase incorporates harmonisation of the collective statutes of the two entities..."

Our client is an international French group in the aeronautics sector, launching a new service product line in response to changes in their original market. They are deploying an ambitious project by regrouping two entities under new, single brand.

The positioning of the integrated structures provides significant commercial synergies, which the group will combine with an accelerated integration plan. This initiative in particular provides for the re-grouping of support functions at the head office of the holding structure recently created, as well as an agreement for making staff available between the companies.

The prelude to this transfer is the construction of the project for the harmonisation of the statutes, essentially governed by company agreements.

Centrally, the group does not have the capacity to allocate a resource dedicated to running this project, and has decided to call upon the services of IMT Partners to provide it with a transition manager.

Story-board:

This sensitive subject is above all contingent upon adherence to statutory deadlines. A 16 month intervention was therefore decided upon in order to see this project through to its conclusion. On arrival, the manager focused on the background, devoting 10 days to researching the content of existing agreements. This fact-finding process will be redoubled by numerous visits to the two sites involved, for an immersion in the detail of current practices, and so that they can quickly become known to the key points of contact.

It will then be a question of constructing the plan for the harmonisation of collective status agreements and to action the associated HR/corporate/employee welfare strand.

Based on their expertise in devising management methodologies (the transition manager has 10 years of consulting experience), they will run this complex project operationally, sometimes also assuming PMO responsibilities:

• project administration, providing a convergence management schedule
• negotiation of an agreement with staff representation bodies
• negotiation and harmonisation of the overall welfare protection provision
• establishment of an innovative plan supporting mobility
• close co-ordination with HRMs at the merged entities
• finalisation of agreements

For an overall total of 2000 employees, this assignment incorporates a significant change management support dimension. Alongside the manager responsible for the transformation and with the support of the internal communications manager, the transition manager will drive the corporate and staff welfare transformation.

Duration : 16 Months

"The launch of a new commercial brand and the creation of an economic and social unit are the starting points for the merger of these two players in the aeronautics sector. The centralization of support functions is one of the components of the 5-year strategic plan, the upstream phase of which involves harmonizing the collective status of the two entities..."

Our client is a French international group in the aeronautical sector, which is launching a new service line in response to changes in its home market. It is deploying an ambitious project by regrouping two entities under a new single brand.

The positioning of the integrated structures ensures strong commercial synergies, which the group will combine with an accelerated integration plan. This approach includes the regrouping of support functions at the headquarters of the recently created holding company, as well as an agreement to share personnel between the companies.

The preamble to this transfer is to build the project of harmonization of statutes essentially governed by company agreements.

Centrally, the group did not have the capacity to second a suitable resource to lead the project, and decided to call on the services of IMT Partners to introduce an interim manager.

Story-board:

This sensitive subject is above all dependent on the respect of legal deadlines. A 16-month intervention was therefore chosen to bring the project to a successful conclusion. As soon as he arrived, the Manager focused on the background, spending 10 days getting to know the content of the existing agreements. He doubled this information gathering with numerous trips to the two sites concerned in order to get a feel for the practices and to be quickly identified by the key contacts.

The next step will be to build the project to harmonize the collective statutes and to conduct its HR/Social component.

Relying on his ability to propose management methods (he has 10 years of experience in consulting), the interim manager will manage this complex project operationally, sometimes wearing the hat of a PMO:

• framing the project by proposing a convergence management schedule
• negotiation of a method agreement with the IRP
• negotiation of and harmonization of all social protection
• implementation of an innovative approach to promote mobility
• close coordination with the HR departments of the merged entities
• finalization of agreements

For a company with more than 2,000 employees, the mission includes a strong change management dimension. Alongside the Director in charge of the transformation and with the support of the internal communications manager, the interim manager will steer the social transformation.

Duration : 16 months

Our client, a public institution with an international reach, called on for a transition manager who would an expert at security and safety, in order to transform their security and safety policy and spread it to their employees.

Duration : 18 Months

This public institution with an international vocation has acquired the services of an interim manager specialized in the field of security and safety to transform and deploy its new policy in this area.

Duration : 18 months