Driving Organizational Growth Amid a lack of a Formal HR Structure
The German offices of a consulting firm planned to grow organically and through acquisitions to 2,500 employees by 2025. However, the HR department was overwhelmed. A lack of strategic direction, unclear processes, and no M&A experience hampered growth.
HR Major Project
HR structures were not scaled to 2,500 employees, M&A integrations were lacking, matrix conflicts between the group and countries slowed down decisions – and a weak employer brand made it difficult to attract skilled workers in a highly competitive market.
Repositioning HR as a Growth Engine
The interim CHRO focused on three pillars: scalable HR processes for organic M&A growth, a Center of Excellence for structured acquisitions – and a targeted employer branding strategy to attract top talent.
From Chaos to a Clear HR Strategy
Through transparent communication, he stabilized the team, developed a targeted employer branding strategy (including participation in trade fairs), and recruited 20 new specialists. In parallel, he introduced the “Fit for Growth” roadmap – including an employee survey that increased satisfaction to 4.2.
