Key Objective

Our client, a newly appointed CEO, faced a significant challenge in restructuring two business units and an additional Group function into a single cohesive entity. The client requested an Interim CPO from us to immediately address a variety of people-related issues and work with the new board to drive new working practices and operational change management.

Challenges

Long term work force resistant to change and legacy culture issues that required tackling.

Process

From our deep pool of Chief People Officer networks, we identified four experienced Interim CPOs who could “hit the ground running” who had a track record of working with blue- and white-collar structures in the FMCG sector, winning hearts and minds and successfully delivering change.

Outcome

Our Interim candidate, worked closed with the new senior leadership team to successfully manage the major restructure of the business, bringing three divisions into one, impacting 120 employees and saving in the region of £2m. They led the people strategy for the new organisation, implemented a best practice HR, introduced a new performance management tool for all employees. The project also redesigned all jobs and competences, evaluated pay banding, reviewed terms and conditions, and implemented new HR attendance system.