Management Summary
In just six months, the entire HR system landscape was completely overhauled for an internationally active hospital group. Under the leadership of the GOiNTETRIM manager, the system migration was carried out—including recruiting, time management, payroll, and all relevant interfaces. Despite high complexity, a tight timeline, and a challenging stakeholder structure, the system went live on schedule. The project clearly demonstrates how pragmatic, hands-on interim management delivers stable and sustainable results even under intense transformation pressure.
Company
The company is an internationally active private hospital group with a focus on plannable outpatient medical treatments. With locations in several European countries, the organization is one of the established private healthcare providers in the European market. As part of a long-term digitalization strategy, it was decided to fundamentally modernize the IT infrastructure and thus create the basis for future growth.
Initial Situation
The challenge was demanding in several respects. The entire HR software migration—including recruiting, time management, and payroll—was to be completed within just six months. At the same time, all organizational and master data from 18 companies had to be consolidated, cleaned up, and transferred to the new system.
The project faced particular complexity due to the heterogeneous structure of the locations, varying work schedule models, specific provisions in collective bargaining agreements, and numerous interfaces with adjacent systems. Time management had previously been only partially professionalized and was to be restructured, tested, and put into production as part of the project.
Added to this was the close collaboration with an external implementation partner, the coordination of which proved challenging at times. Differing expectations, technical details, and prioritization issues called for clear leadership, authoritative communication, and consistent management. For the interim manager, the project also marked his entry into a new industry. What initially seemed like an additional hurdle, however, turned out to be an advantage: Without established patterns of thought or internal biases, he was able to evaluate processes objectively, make pragmatic decisions, and consistently focus on achieving the goals.
Goals and tasks
The central goal was the complete implementation of the new HR system within the specified timeframe of six months. The payroll system, including all relevant interfaces, had to be functioning flawlessly by the deadline at the latest.
In addition, I had to take on the role of project manager with comprehensive responsibility. This included change management and active stakeholder management involving medical staff, executives, IT experts, and the external service provider. Equally crucial was the professional management of the interface between technical developers and operational users.
The project required the GOiNTERIM manager to possess a combination of HR expertise and a strong affinity for IT, as well as extensive experience in HR software rollouts. The goal was not only technical implementation but also a functional, accepted, and sustainable solution that could be integrated into ongoing operations.
Measures and Implementation Steps
At the outset, a clear project structure was established, complete with binding milestones, responsibilities, and escalation procedures. At the same time, a detailed analysis of the existing data structures, processes, and interfaces was conducted. The cleanup and harmonization of organizational and master data formed the basis for a stable system migration.
The implementation of the time management system was systematically prepared, tested, and optimized in close coordination with the various locations. The approach was highly hands-on: The interim manager was actively involved in day-to-day operations, created reports and structures—in some cases using Excel—conducted numerous coordination meetings, and facilitated workshops with various stakeholder groups.
In collaboration with the implementation partner, he took on an active leadership role, clearly prioritized issues, and ensured that binding decisions were made. At the same time, the internal HR team was closely involved to build expertise and ensure sustainable ownership of the system. Consistent coordination between HR, IT, management, and external service providers created a robust foundation for the project, ensuring stability even during time-sensitive phases.
Achievements and Results
Within just six months, the new HR system—including recruiting, time management, and full payroll—was successfully implemented. All relevant interfaces operated reliably, and the data migration was carried out in a structured manner without any major disruptions to ongoing operations.
The speed of implementation was remarkable and was driven not only by clear project management but also by a highly motivated, technically skilled team. There was no resistance within the company; on the contrary, the new solution was well received from the very beginning. With the successful implementation, the company now has a scalable, future-proof HR system landscape. Processes are more transparent, analyses are more reliable, and administrative workflows are significantly more efficient. This not only marked the completion of an IT project but also made a significant contribution to the company’s strategic realignment.
Conclusion
This project illustrates the potential of a consistently managed interim assignment. Under intense time pressure, within a complex organizational structure, and amid a challenging stakeholder landscape, the GOiNTERIM manager succeeded in implementing a key digital transformation project. The key factor in this success was the combination of clear project ownership, strong operational execution, and a pragmatic approach. Anyone seeking an interim project manager in the HR field for a software migration needs precisely this blend of subject matter expertise, IT knowledge, and a hands-on mindset. The result shows that when interim management not only coordinates but also actively shapes the process and takes responsibility, even ambitious transformation projects can be realized in a short period of time.
Would you like more information or do you have similar challenges? Talk to us, we will be happy to help you!
Dr. Martin Ludwig Mayr, Managing Director
martin.mayr@gointerim.com
+49 89 20 500 8695