Interim HR Director
An interim HR Director takes over the human resources department to hold a reorganisation, employee relations under strain or a vacancy, without the function losing pace. BCP Partners mobilises HR leaders we have met, assessed and verified through cross-checked references, able to face a meeting with employee representatives on their first day.
to present managers we have already met and assessed
of the profiles proposed have been interviewed by the firm
the year since which we have worked with HR departments
Four contexts that do not allow three months
HR crises have this particularity, they feed on emptiness. The longer the vacancy lasts, the harder the social cost becomes to measure.
Employee relations under strain
Every exchange with the representative bodies commits the rest of the timetable. The silence of a vacant post fuels every anxiety.
A reorganisation or a redundancy procedure
A procedure to be conducted with legal rigour and human consideration, with no room for learning on the job.
A transformation to steer
Merger, integration, a new organisational model. HR has to hold the course at general management level.
The post vacant during the search
Employee relations deadlines keep falling due while the recruitment of the permanent post-holder takes months.
They carry the whole function, representative bodies included
They do not come to keep the lights on, they come to hold a course.
- 01 The employee relations timetable Taken over from day one, with no period of observation.
- 02 The procedures under way Made legally secure, consultations and negotiations included.
- 03 The management line Held through the transformation, middle management is never left alone.
- 04 The handover A stabilised climate and files in good order for the permanent post-holder.
Your social climate is not entrusted to a stranger
An available CV says nothing about a leader's ability to hold a hostile room. We therefore put our interim HR Directors through the same demands as our permanent placements. Nobody is proposed without having been met and assessed by us. That rigour reassures the employee representatives themselves, who see a solid counterpart arrive rather than a stopgap.
No profile on paper alone
Every manager is seen in an in-depth interview before entering our talent pool.
Tested in real situations
We test the ability to hold a meeting with representatives, not only the career path on display.
Cross-checked references
Taken from environments comparable to yours, on assignments of the same nature.
An HR Director in post before your next meeting with employee representatives
Describe the situation to us in thirty minutes. We present managers we have already met and assessed, available within 48 hours.
Ce que les dirigeants nous demandent avant d'appeler
Yes, provided they have already led procedures of that nature, which we verify before any presentation. The manager then steers the timetable, the consultations and the negotiation, working with your advisers. They secure the legal ground of the procedures under way and hold the management line through the transformation, so that middle management is not left alone in front of the teams. A reorganisation of this kind is conducted with legal rigour and human consideration, the two together. Our reference checks bear precisely on that experience, because a collective redundancy procedure leaves no room for learning on the job. The manager reports to general management on a rhythm agreed at the outset. Week after week you know where the procedures, the risks and the climate stand. You keep control of the trade-offs, the manager secures the execution.
Through the clarity of their mandate and their experience of comparable bodies. Employee representatives judge quickly, on command of the files and on keeping their word. An available CV says nothing about a leader's ability to hold a hostile room. We therefore put our interim HR Directors through the same demands as our permanent placements, in-depth interviews and cross-checked references taken from comparable environments. Nobody is proposed without having been met and assessed by us. That rigour reassures the employee representatives themselves, who see a solid counterpart arrive rather than a stopgap. The manager takes over the employee relations timetable and the relationship with the representative bodies with no period of observation. Once that legitimacy is established, the dialogue most often returns to a working footing.
Transparency works better over time. A clear status, a stated roadmap and a known horizon reassure more than a maintained vagueness. HR crises feed on emptiness. The silence of a vacant post fuels every anxiety, and the longer the vacancy lasts, the harder the social cost becomes to measure. An HR function that is visible and reachable, held by a manager with a stated mandate, cuts that mechanism short. We help our clients frame this communication from the start, because it governs the legitimacy of the manager during the assignment, then that of the permanent post-holder who follows. That successor then arrives in a function people can read, with settled representative bodies, a stabilised climate and files in good order. The interim assignment thus prepares the permanent hire instead of simply preceding it.
Le besoin devient pérenne ?
La transition prépare le recrutement : le manager tient la fonction pendant que la recherche du titulaire avance. HR Director recruitment →