Knowledge of culture and methods promotes integration with the Italian Group
The Italian group ES in the field of electronic systems takes over a German medium-sized company with 350 employees worldwide. There are 200 employees working at the D site, 50 of whom are in assembly. The Italians have failed to fully implement the integration. Also, communication between the parent company and the employees in D does not work.
The works council and the workforce are already frustrated after a short time. As a result, the sick level is above average and there are disputes with the works council about every little thing. Disputes are fought in court, driving costs unnecessarily.
In the operation area there is no systematic coordination with the mother house. Installation times are too long. That, in turn, frustrates customers. 3 years after the takeover, integration is far from complete and there are many questions on both sides. The Italians have no understanding of the arguments with the works council and they do not understand the dissatisfaction of the employees. These, in turn, are concerned about their future and do not know what the Italians are up to.
The HR Director of ES has had good experiences with interim managers. He appeals to the provider of his trust in Italy. The switches on his German partner. The German interim management provider introduces an interim human resources manager with integration experience, who also speaks fluent Italian to improve communication. The Interim HR Manager moderates between the parent company and the works council, in which he implements a downsizing of the workforce, adjusts the HR systems, renegotiates operating agreements, the sick leave decreases somewhat, at the same time the satisfaction of the Employees and the numbers are improving. At the same time, an internationally experienced interim operation manager is used, which optimizes the areas of assembly and supply chain with the parent company with the help of lean management and REFA methods and coordinates it with the parent company. Both interim managers work in successors.
Conclusion: Comprehensive communication is essential for a successful post-merger integration.
