New Senior Interim HR Specialist: Effective Support During Critical Staffing Shortage

hr_specialist

Our services once again demonstrated their strength in speed and flexibility! Following an unexpected situation at our client’s company, where one colleague terminated her employment and another went on long-term sick leave, there was a critical shortage in the HR department. Swift action was required.

Within three days of the inquiry, we secured an experienced interim HR specialist for a senior HR position. This project is designed as a replacement for missing employees with the goal of ensuring continuity of key HR processes.

Senior HR specialist responsibilities:

  • Complete HR administration: managing onboarding and offboarding, maintaining personnel files, organizing training, and collaborating with external payroll services.

  • Payroll preparation: ensuring smooth operation of payroll processes.

  • Employee training: responsibility for organizing training, scheduling, and entering information into the system.

  • Preparation for 2025: collaboration on preparing taxpayer declarations.

  • 2024 taxes: support in preparing tax documentation.

This intervention once again confirmed that interim management is the ideal solution for situations where key positions need to be filled quickly to prevent operational disruptions.

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.