EXECUTIVE LEADERSHIP · INTERIM HR DIRECTOR
An Interim HR Director with the standing to execute the decision.
CE Interim appoints proven Interim HR Directors to lead restructuring, integration and workforce decisions where the negotiation is difficult, the timetable is legal rather than commercial, and internal leadership is too exposed to execute it.
Důvěrnost od prvního kontaktu. Prověřený manažer, který odpovídá požadavkům zakázky a je připraven nastoupit do 72 hodin od dokončení zadání zakázky.
Hierarchická struktura
BOARD · GROUP HR · MANAGING DIRECTOR
INTERIM HR DIRECTOR
ORGANISATION DESIGN · EMPLOYEE RELATIONS · COMPENSATION · TALENT
1,500+
Počet zakázek realizovaných ročně v rámci aliance
90+
Provozní partneři po celém světě
30+
Zahrnuté země
95%
Přeshraniční mandáty
72 hodin
Od zadání až po zahájení mise
Definice
What is an Interim HR Director?
An Interim HR Director is an experienced HR executive appointed for a defined period to lead the people side of a business decision that has already been taken: a restructuring, an integration, a closure, a downsizing or a leadership gap. The mandate covers organisation design, employee representation, compensation structures and the HR function itself.
CHRO is more common in group and United States contexts, HR Director across much of Europe. The titles often describe the same mandate, but not always: what determines equivalence is the scope of the role and the reporting line rather than the label.
The appointment is made because the decision is difficult, the timetable is set by law rather than by the business, and the person who has to execute it should not be the person who will still be sitting in the room a year later.
Spouštěče událostí
When businesses appoint an Interim HR Director
01
A restructuring has been decided and nobody can execute it
The commercial decision is made. What remains is the negotiation, the documentation and the sequence, and the internal team is either stretched, inexperienced in collective procedures, or too close to the people affected.
02
An acquisition has left two workforces and one company
Two compensation structures, two cultures, duplicated roles, and a mid-management layer nobody has assessed. Integration has stalled at the point where the organisations should have become one.
03
Headcount has to come down and the alternatives have not been examined
Redundancy has been proposed as the only option, before short-time working, internal transfers, role sharing or cross-training
have been properly assessed. The cheapest decision and the fastest decision are not always the same one.
04
The works council or union relationship has broken down
Negotiation has stalled or never opened. Change that has been agreed commercially cannot be implemented because the employee representation route has not been managed.
05
A site is closing and the workforce has to be treated properly
End of production is decided. Severance, redeployment, notice periods and collective consultation all have to be handled lawfully and in the right sequence, while the plant keeps running.
06
The HR director has gone at the worst possible moment
Departure or extended absence during a restructuring, an integration or an audit cycle. The obligations continue regardless of who is in the seat.
07
The management layer beneath the board is unknown
Nobody can say with confidence who in mid-management is capable of more, who is holding the business back, and where the succession gaps sit. Decisions are being taken on impression
08
A new site is being staffed from nothing
Greenfield or brownfield, where the first wave of hiring establishes the culture, the pay structure and the employee-relations model that the site will inherit as it grows.
Je to správné sedadlo?
Does the situation require an Interim HR Director?
The determining question is whether the people dimension is the execution risk, or whether it is a consequence of a business decision that someone else needs to own.
Appoint an Interim HR Director when:
- A restructuring, integration or closure has to be executed and the negotiation is the hard part.
- Employee representation has to be engaged formally and the relationship needs someone with standing.
- Compensation, organisation design and talent all have to move together under one mandate.
- The legal timetable is fixed and the business is behind it.
- The decision is politically exposed for the internal team.
Rozhodovací pravidlo
When the business decision is settled and the execution risk sits in the people dimension, this is the appropriate appointment.
Když je ta správná jiná role
Where the business itself lacks a decision-maker, an Interim CEO is the appointment and HR follows from it.
Where liquidity is the constraint and the workforce decision is one part of a wider restructuring, an Interim Chief Restructuring Officer carries the mandate and works with HR rather than through it.
Where the requirement is genuinely recruitment, this is not the right service and CE Interim will say so.
CE Interim nejprve vymezuje mandát a teprve poté doporučuje danou funkci.
Srovnání rolí
Which role does the business need?
Posuňte tabulku do strany →
| Dočasný ředitel lidských zdrojů | Interim CEO | Prozatímní ředitel pro restrukturalizaci | Permanent HR Director | |
|---|---|---|---|---|
| Rozsah | Organisation, employee relations, compensation | Celá ta záležitost | Liquidity and restructuring | The function, long term |
| Hlavní rozhraní | Works council, unions, group HR, management | Board, shareholders, lenders | Lenders and creditors | Organizace |
| Executes | The people side of a decided change | The decision itself | The financial restructuring | Všechno, nakonec |
| Jmenován v době, kdy | Execution risk is in the negotiation | The business lacks a leader | Jde o přežití | Ještě je čas |
| Independence | Deliberate, and the point of the appointment | Situational | Deliberate | Not the role’s purpose |
| Čas začít | Do 72 hodin od obdržení zadání | Do 72 hodin od obdržení zadání | Do 72 hodin od obdržení zadání | Two to three months to appoint in CE Interim’s experience, plus notice |
Dočasný ředitel lidských zdrojů
Interim CEO
Prozatímní ředitel pro restrukturalizaci
Permanent HR Director
Způsoby poruchy
Proč tyto schůzky selhávají
The internal HR director runs the redundancy programme.
They are competent, and they are also the person who negotiated with the same works council last year and will negotiate with it again next year. They know the people on the list personally and they will still be in the building afterwards. The programme can end up executed slowly, softly, or with a conflict that damages relationships the business needs to keep. An executive who leaves at the end of the mandate can conclude it without carrying that cost forward.
Redundancy is chosen before the alternatives are tested.
Short-time working, internal transfer between sites, role sharing and cross-training can cost less than severance and are easier to reverse when demand returns, though availability and cost depend on the jurisdiction and the situation. Businesses that skip the assessment can pay twice: once in severance, and again when demand returns and capability has to be rebuilt.
The negotiation is treated as a formality.
The commercial decision is taken and communicated before employee representation has been engaged. In several European jurisdictions that sequence is not merely bad practice, it delays or invalidates the process, and the recovery takes longer than doing it properly would have.
Rozsah pravomocí
What an Interim HR Director mandate should include
Jasně stanovená hierarchická struktura, na které se strany dohodly před zahájením spolupráce.
Whether the executive reports to the Managing Director, to group HR, or to the board determines what can be committed in a negotiation. Employee representatives establish this quickly, and a mandate that has to refer upward mid-conversation loses standing.
Standing with employee representation.
Where works councils, unions or other employee-representation bodies are involved, the mandate defines how the Interim HR Director engages with them, what negotiating authority the executive holds and what consultation or notification requirements apply. Those arrangements vary by jurisdiction and are agreed before the process starts.
Negotiating authority with defined limits.
What can be offered, what requires approval, and where the line is. Set in writing, because the pressure to move it arrives during the negotiation rather than before it.
Authority over organisation design.
The ability to change structure, consolidate roles and assess the management layer, rather than to recommend those changes to someone who will decide later.
Compensation authority within agreed bands.
Where two structures have to be harmonised after an acquisition, or where severance frameworks have to be built, the executive needs to set terms rather than to model options.
Authority over the HR function.
The ability to reallocate responsibility within the team and to hold local HR to a group standard during the mandate.
Poznámka o autoritě
Authority must be proportional to the decisions the mandate requires in its first thirty days. In a collective process the legal timetable does not pause while approval is sought.
Zákonná odpovědnost, rozsah a krytí
Zákonná odpovědnost.
Where a mandate requires it, the executive can be registered as a statutory representative of the local entity and take full legal responsibility for it. On an HR mandate this is scoped to the specific situation rather than assumed. Where registration is not required, the executive holds defined signature authority instead, agreed before the start rather than assumed.
Rozsah práce se sjedná ještě před zahájením činnosti vedoucího pracovníka.
The client, CE Interim and the executive define duties, boundaries and signature limits in writing.
Pojištění se sjednává na základě pověření.
Executives carry their own professional liability and directors’ and officers’ cover. On some mandates the client provides or contributes to it. CE Interim and every member of the Valtus Alliance carries its own cover as well.
Oblouk mandátu
How an Interim HR Director mandate unfolds
A collective process runs to a legal timetable, not a calendar.
01
Before the process opens
Establish the ground
Understand the legal framework in this jurisdiction, the history with employee representation, and what has already been said internally. Assess the alternatives to the proposed decision. Build the documentation the process will require before it is needed rather than during it.
02
Through the negotiation
Hold the line and the relationship
Engage employee representation formally and early. Negotiate to the agreed limits. Keep management, group headquarters and the affected workforce informed on a single consistent account, because inconsistency between them is what turns a difficult process into a disputed one.
03
After the decision
Rebuild what remains
Implement the structure, support the people leaving, and stabilise the people staying. The organisation that continues is the one the business depends on, and it will have watched closely how the process was handled.
PROCESS MANDATE · 6 TO 12 MONTHS
Longer where an integration follows the restructuring. In CE Interim’s experience, three months is the minimum period in which meaningful change can usually be demonstrated, and a collective process cannot move faster than the applicable legal timetable allows.
VACANCY COVER · TO THE PERMANENT APPOINTMENT
Where the mandate bridges an empty seat during a process that cannot pause.
Promluvte si s partnerem o tom, co se od vás očekává, než vám to situace sama určí.
Výsledky a předání
What effective interim HR leadership should achieve
A lawful process
The sequence, the documentation and the consultation stand up to scrutiny afterwards.
A workable relationship
Employee representation has been dealt with straight, which matters because the business has to negotiate with them again.
The right structure.
The organisation that remains is designed for what the business now is, not trimmed from what it was.
Retention where it counts.
The people the business could not afford to lose are still there when the process ends.
One account.
Management, headquarters and the workforce heard the same thing, which is what prevents a difficult process becoming a disputed one.
Předání
The structure, the agreements and the employee relations position sit with named people inside the business. Continuity without dependency.
Koho vysíláme
The Interim HR Directors we appoint
Has run collective procedures repeatedly, not once.
A record of reorganisations, transfers and carve-outs rather than a single programme. Prior experience changes how confidently the executive can manage the negotiation and its sequencing.
Knows the local framework, not the European principle.
Consultation periods, notice, severance formulas and documentation differ materially between jurisdictions. CE Interim therefore matches executives to the local framework as well as to the situation.
Has harmonised two compensation structures.
Post-acquisition, where two workforces doing similar work are paid on different terms and the correction has to be affordable, defensible and implemented without prolonging uncertainty.
Has assessed a management layer they inherited.
Not reviewed performance data, but formed a judgement about who in mid-management is capable of more and who is holding the business back, and acted on it.
Can hold the room when the news is bad.
Announcement meetings, works council sessions and individual conversations on the same day. The people who stay judge the business on how the process was conducted, and that is decided by whoever is standing at the front.
CE Interim works through more than 90 operating partners across the Valtus Alliance, in over 30 countries. That reach is what makes it possible to match jurisdiction, sector and the specific process within 72 hours.
Model jmenování
From confidential briefing to appointment
01
Informace o aktuální situaci
A Partner conversation under NDA. What has been decided, what has been communicated, where the legal timetable stands, and what authority can be delegated.
02
Mandate definition and challenge-specific assessment
CE Interim defines the situation, the scope, the reporting line and the negotiating limits, then interviews each executive for this jurisdiction and this process rather than against a generic HR profile.
03
Presentation, appointment and governance
You receive a small number of genuinely relevant executives, not a CV list. The appointment decision is yours, and a CE Interim Partner stays involved through delivery.
Přeshraniční napětí
Why cross-border HR mandates are harder to govern
What headquarters needs
- A group standard applied without creating legal exposure
- To be told when its timetable is not legally available
- One consistent account of what is being done and why
What the local organisation needs
- Someone who knows what is actually enforceable here
- A counterparty employee representatives will negotiate with seriously
- Recognition that resistance is sometimes a legal fact, not an attitude
A group decision taken in one country has to be executed under the labour framework of another, by someone credible to both. The executive in this seat has to tell headquarters when its timetable is not available, and tell the local organisation when its resistance is not a reason to stop.
Oblasti, ve kterých nejčastěji pracujeme
Situační moduly
Typical Interim HR Director mandates
Krize a restrukturalizace
Headcount has to reduce and the negotiation is the execution risk. The mandate covers alternatives assessment, collective consultation, severance design and the structure that remains.
Integrace po fúzi a vyčlenění
Two workforces, two compensation structures and an unassessed management layer. The mandate is to make one organisation
without losing the people the business depends on.
Business Closure and Controlled Wind-Down
A site is closing and the workforce has to be treated properly while production continues. The mandate covers the sequence, the consultation and the redeployment.
Kritické volné místo ve vedoucí funkci
The HR seat is empty during a process that cannot pause. The mandate is to hold the obligations and the relationships through the gap.
Pracovní prostředí v jednotlivých odvětvích
Where CE Interim appoints Interim HR Directors
Primární odvětví
Podává se také
Vlastnické struktury
Je důležité rozumět danému odvětví. Rozhodujícím kritériem výběru je srovnatelná vedoucí odpovědnost v srovnatelné situaci a v srovnatelném vlastnickém prostředí.
Důkazy z případu
Where this mandate applies
Global safety technology group · Nearly a century of history · More than 40,000 employees worldwide · Intervention in Poland
Post-acquisition HR migration at a Polish operation
Situace
Following an acquisition in Poland, two workforces had to come onto one set of terms, structures and processes without disrupting what the business was delivering.
Pověření
Interim HR leadership to run the post-merger migration. Integration work of this kind can fail on the people dimension as readily as on the commercial one, which is why it is scoped as an executive mandate rather than a project.
Výsledek
The post-acquisition people integration was brought under one operating cadence, aligning employment structures, HR processes and management responsibilities across the two workforces. The transition was executed without disrupting ongoing operations, giving the combined business a more consistent organisational platform after the acquisition.
International logistics group · More than 1,000 employees in Poland · Private equity owned · International management board
HR leadership through accelerated growth and transformation, Poland
Situace
A business under private equity ownership was absorbing rapid recruitment, substantial investment and internal transformation at the same time.
Pověření
An Interim HR Director to lead the people side of that change, at a pace and scale the existing function had not been built for.
Výsledek
The business gained senior HR leadership during a period when recruitment, investment and internal transformation were all accelerating at once. The mandate brought the people agenda under clearer executive ownership and created a more structured basis for scaling the organisation alongside operational growth.
Náklady a doba trvání
What an Interim HR Director mandate costs and how long it runs
Cena zakázky se stanovuje jako denní sazba v závislosti na rozsahu, pravomocích a délce trvání. Nejedná se o procentní podíl z platu, ani o provizi za zprostředkování, ani o počáteční investici. Platíte za dny odpracované v rámci dohodnuté zakázky a sazba je potvrzena ještě předtím, než daný manažer nastoupí do funkce.
Orientační denní sazba
1 000 € – 3 000 €
Větší, pokud se v rámci mandátu jedná o zákonnou funkci nebo o přeshraniční záležitosti.
Doba trvání a milníky
Process mandate
Šest až dvanáct měsíců
Zastupování při nepřítomnosti
To the permanent appointment
Process opens
Once the ground is prepared, not before
Vedoucí pracovník na místě
Do 72 hodin od dokončení zadání
Co ovlivňuje tuto hodnotu.
The jurisdiction and the complexity of its collective procedures. The number of entities, sites and representative bodies involved. Whether an integration follows the restructuring. The language the negotiation is conducted in. Every mandate is delivered on site.
Vůči čemu by se to mělo měřit.
Not the cost of the mandate, but the cost of the situation continuing without an accountable executive while decisions are deferred.
Kolik skutečně zaplatíte.
Partner vám sdělí částku již při prvním důvěrném rozhovoru. Bez poplatku a bez závazků.
Otázky
Questions boards and group HR leaders ask
Je to totéž jako dočasný CHRO?
Často, ale ne vždy. Označení „CHRO“ se častěji používá v kontextu korporátních skupin a ve Spojených státech, zatímco v Evropě se běžně používá označení „HR Director“. O rovnocennosti rozhoduje spíše rozsah působnosti, podřízenost a rozhodovací pravomoc než samotný název pozice. Společnost CE Interim používá označení „HR Director“, protože právě toto hledají evropští zákazníci.
Proč by restrukturalizaci nemohl řídit náš vlastní personální ředitel?
Ne proto, že by jim chyběly schopnosti. S tou samou podnikovou radou vyjednávali loni a budou tak činit i příští rok, znají dotčené osoby a zůstávají i po skončení procesu. Vedoucí pracovník, který na konci svého funkčního období odejde, může tento proces uzavřít, aniž by si s sebou nesl náklady spojené s těmito vztahy.
Dočasný personální ředitel nebo dočasný CRO?
CRO v situaci, kdy je limitujícím faktorem likvidita a rozhodnutí ohledně personálu je součástí širší finanční restrukturalizace. Ředitel personálního oddělení v situaci, kdy je obchodní rozhodnutí již přijato a riziko spočívá v samotném vyjednávání.
Poškodí přivedení někoho zvenčí náš vztah s podnikovou radou?
Při správném přístupu to může mít právě opačný účinek. S protistranou, která má pravomoc k vypořádání, se může vyjednávat snáze než s tou, která musí každý bod předkládat k schválení nadřízeným. Vztah poškozuje špatně vedený proces, nikoli to, že jej řídí někdo zvenčí.
Může prozatímní vedení posoudit alternativní řešení, než se rozhodneme pro propouštění?
Ano. Posouzení alternativních řešení předtím, než dojde k propouštění, může být důležitou součástí tohoto úkolu. Zkrácená pracovní doba, interní přesuny mezi pracovišti, sdílení pracovních pozic a křížové školení mohou být v závislosti na právním řádu a obchodní situaci schůdnými alternativami k propouštění.
Jaké pravomoci má prozatímní správce?
Tento mandát stanoví vyjednávací pravomoci výkonného ředitele, jeho pravomoci v oblasti organizačního uspořádání, limity odměňování a způsob spolupráce se zástupci zaměstnanců ještě před nástupem výkonného ředitele do funkce. Přesný rámec pro konzultace a zastupování závisí na příslušné jurisdikci a zákonný časový harmonogram se během vyřizování schválení nezastaví.
Musí znát pracovní právo naší země?
Ano, přesně tak. Kolektivní konzultace, výpovědní lhůty, odstupné a dokumentace se v jednotlivých zemích Evropy podstatně liší a při vyjednávání se rychle ukáže, jaké jsou obecné evropské zvyklosti. CE Interim zohledňuje konkrétní jurisdikci i danou situaci.
Kdo uzavírá smlouvu s výkonným pracovníkem a jaké povinnosti má zadavatel?
Společnost CE zajišťuje dočasné personální obsazení na bázi „business-to-business“ a dočasný manažer se nestává stálým zaměstnancem klienta. Smluvní stranou je místní subjekt nebo regionální centrum v závislosti na zemi, kde se zásah uskutečňuje, a je vybíráno z více než třiceti subjektů v rámci aliance Valtus. Pracovní poměr, daňové povinnosti, povinnosti v oblasti sociálního zabezpečení a související závazky závisí na příslušné jurisdikci, struktuře smlouvy a okolnostech mandátu, proto je spolupráce strukturována podle země, ve které je práce vykonávána.
Kdo nese riziko v případě, že výkonný pracovník zastává formální funkci?
Insurance is arranged per mandate. The executive carries their own directors’ and officers’ and professional liability cover, and on some mandates the client provides or contributes to it. CE Interim and every member of the Valtus Alliance carries its own
cover as well. The scope of responsibility, the boundaries and the signature limits are agreed in writing by the client, CE Interim and the executive before the executive starts.
Jak je zajištěna ochrana důvěrných údajů?
Důvěrnost je od prvního kontaktu zaručena smlouvou o mlčenlivosti (NDA) uzavřenou jak s klientem, tak s vedoucím pracovníkem. Rozhodnutí týkající se personálu jsou citlivá již dlouho předtím, než jsou zveřejněna, a celý proces je na to přizpůsoben.
Jak dlouho vlastně trvá kolektivní proces?
Určuje to právní harmonogram, nikoli obchodní stránka věci. Lhůty pro konzultace, oznamovací povinnosti a požadavky na dokumentaci se v jednotlivých zemích liší, a proces zahájený před přípravou podkladů trvá déle než ten, který je zahájen správným způsobem. Podle zkušeností společnosti CE Interim trvají mandáty v rámci těchto procesů obvykle šest až dvanáct měsíců, v případě následné integrace i déle.
Can the interim also handle the individual exits at senior level?
Where the mandate and the local employment framework allow it, yes. Senior terminations conducted by someone who will remain in the business can create precedents and resentments that outlast the process, and an executive leaving at the end of the mandate can conclude them without that consequence.
Jak to nakonec dopadne?
A deliberate handover. The structure, the agreements and the employee relations position move to named people inside the business, briefed before the executive leaves.
A workforce decision handled badly is remembered by everyone who stays.
Promluvte si přímo s jedním z partnerů společnosti CE Interim o situaci ve vedení, zadání a požadovaných pravomocích. Jedná se o důvěrný rozhovor, který vás k žádnému jmenování nezavazuje.
Odpověď partnera do 24 hodin. Naléhavé situace týkající se vedení mají přednost.
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