Another HR Interim Heads to Vysočina

Demand for HR interims has literally exploded over the past two weeks. It has been barely 2 weeks since our record-fast HR manager started, and we already have another HR manager at a client. From inquiry to contract signing, we managed it in under 2 weeks.

This time the assignment was more strategic than operational. No mass layoffs or hiring of employees, but setting up a system from scratch and “selling” it to employees. Company management has prepared a new salary and compensation system that is 90% complete. Our first task is to compare salary levels in the system with regional levels. The second task is a new employment contract and orientation brochure. The brochure has a clear mandate – to help new employees quickly navigate the workplace, processes, or how to book lunches in the cafeteria. The company is undergoing ERP system implementation, and our next task is to ensure smooth integration into the HR area. The final step will be to find an HR manager and hand over the agenda. Since we are also a recruitment agency, our experienced colleagues from the recruitment department will help with the search. This will close the circle, and I believe we will have another satisfied client.

Do you need help with your team? We are here for you. Whether it's short-term coverage or solving complex situations, Big Interim is your partner for interim management.

Successful projects

Over the past few weeks I've been watching a series of acquisitions in Czech business. Smaller, honestly built companies are merging with bigger players, founders stay on board as co-owners, and both sides talk about shared values and joint growth. On paper it looks like a textbook example of healthy consolidation, but post-acquisition integration is what decides whether the investment pays off. In practice, that's exactly the moment that decides whether an acquisition will be a case study of successful growth five years from now, or a quiet example of wasted potential.
Over the past several years I've seen one pattern in practice that keeps repeating more and more often: the owner of a company he built in the early nineties suddenly realizes he has no one to hand it to. This isn't an isolated individual story — it's a demographic wave that's only just starting to roll through the Czech economy, and so far almost no one is really talking about it. And the longer we stay quiet about it, the more it will eventually cost us.
Over the past few weeks I've been watching one pattern repeat itself in business. Traditional manufacturing companies that ran on the same model for decades are suddenly facing a sharp drop in demand, expensive inputs, and tougher competition. Some weather it thanks to quality, a strong brand, and loyal customers. Others end up in insolvency, or after a hundred years in business decide to close voluntarily. When I look at how this happens, I keep seeing the same mistake — help arrives too late.