Interim Human Resources Leadership

Your organization’s success requires HR to strategically contribute.
Unexpected HR gaps have a profound effect. We can help.

In my experience, organizations faced with an unplanned HR leadership gap prefer partnering with a demonstrated leader who can make an immediate impact and simultaneously build trusting relationships.

Our approach to addressing your specific needs begins with assessing fundamentals:

  • Can your team articulate the same market value proposition and core business deliverables? If they are steering from multiple dashboards for their “verticals” that’s likely not good enough to ensure sustainable success.

  • I’m less interested in job descriptions and RACI charts. Using a simple boilerplate, we’ll ensure your leaders can decipher who owns what, key stakeholder/needs to execute, and identification of any problematic overlaps or gaps across leaders.

  • Capable and engaged employees … don’t assume all staff members are engaged and fully satisfied. Look at the average tenure and number of career changes; it’s statistically impossible. How do you define and measure key workforce levers?

  • Common operating norms, beliefs, and behaviors … do you have a grasp on the operating environment inside your company/team? What’s working and what could be more effective?

WK Leader Solutions HR Leadership Approach

Results-oriented leaders like you need a “no-learning-curve” solution … someone who confidently hits the ground running, understands the business, relates to key stakeholders, engages and effectively partners with your HR team, and prioritizes and manages key deliverables.

Here are some actual examples from my consultancy:

SCENARIO ONE

Unplanned CHRO exit

A US private equity firm contracted me to lead an operating company (consumer electronics) HR team after their CHRO unexpectedly retired following a merger.

This exit happened during open enrollment, performance management/compensation planning, and ongoing merger integration activity.

I partnered with senior leadership and a global legacy HR staff to formulate a plan for various short-term objectives (60 days).

SCENARIO TWO

Layered (M&A) integrations

A large US regional hospital system sub-contracted me into an ongoing C suite work-stream.

Corporate HR needed a partner to design and facilitate multiple strategy sessions to help leadership address acquisition integrations challenges stemming from multiple transactions over three years.

For six months, I engaged the C suite to self-assess and optimize their team interactions, align business priorities, and create a 12-month action plan.

SCENARIO THREE

Growing pains

A VP, Head of HR was promoted to SVP at the global segment level. This client was a multinational (Service) corporation. There was no ready now successor.

I inserted and ran their US operating company HR team during a 9-month search process. Rapid YOY growth and staff turnover made this a very hands-on assignment.

In the first 6 months we redesigned the HR service delivery model, filled several HR roles, supported multiple acquisitions, and conducted necessary staff training.

The Interim HR Leader you select is more important than ever.

robert johnson, svp Human resources, Sodexo (comfort keepers)

“As our Interim Head of HR, Wally demonstrated a strong commitment to results, terrific business acumen and great insight into our expanding workforce. His passion for excellence also made him great to work with and a strong coach and mentor to HR and our operational executives. He was a valued partner and an asset to our organization.”