Our references

The client renewed its operating model to strengthen its long-term competitiveness and profitability. The goal was to build a globally scalable operating model and organization to improve efficiency, global organization, which would enable the development of standardized processes. Markus Taina from HR Plus participated and supported CHRO and the management team in the planning of the operating model and organizational change and acted as the project manager as part of the company's internal HR, driving the project forward together with the HR team and ensuring smooth progress according to the desired schedule. High-level planning and development of operating model were carried out in close cooperation with the Chief Human Resource Officer and management team of the company. After the planning, Markus was responsible for the project implementation as the project manager together with the HR team and the supervisors of various functions. During the implementation phase, Markus particularly helped with the preparation of training materials and training sessions, supported the creation of the communication plan and materials, and in collaboration with HR, ensured the smooth progress of change negotiations and the implementation of layoffs and related support services. Part of the project was also to ensure the collection and updating of data in the HR system and the collection of learning experiences from the team.

Markus received feedback for clear scheduling and pleasant cooperation as a project manager. Additionally, Markus conducted a Working Genius workshop for the client's HR management team, from which participants reported gaining more understanding of themselves and members of the team.

HR Plus provided interim HR support covering a parental leave in HR in an international company. HR Plus consultant worked 1 - 1.5 days per week in the company based in Turku and her tasks included operational HR practices, welfare issues, occupational health, benefits administration, acting as a contact person for payroll administration and advising and ensuring that collective agreement and labor legislation were complied. She worked closely with managers and employees, as well as with the HR team at the company's headquarters abroad. She also provided valuable support in a substantial organizational change project on local level.

It was a pleasure working with Eija Potinkara. Her experience and thoughtful solutions made her an essential member of the team. We can highly recommend her services to any organization in need of a skilled and dependable HR professional.

Optomed is a listed health technology company and the world leader in handheld fundus cameras.

After the previous HR Manager left the company, Minna Rahkamaa from HR Plus started in the Interim HR role with a few weeks' notice. Her main responsibilities were to analyze and identify the HR related key development areas, promote development, harmonize and develop HR activities for the future growth of the company and take responsibility for the day-to-day HR operations.

Minna took over the task quickly, analyzing and identifying the development needs in the HR area and moving forward with the agreed development actions. Minna swiftly became part of the work community and collaboration with her was seamless and straightforward. Minna was described as professional, approachable and pragmatic, and due to her experience and her way of communicating with the management, Minna was able to influence the management's decision making and help the management to see the benefits from both the HR and the business perspective.

The Interim HR assignment lasted a total of 11 months. Upon its end, Minna made a smooth handover to a new HR person.

HR Plus' Senior Advisor Riina Hamrén implemented the HR part of the outsourcing project for a large international company in a transfer of undertakings. In the transfer, Riina's areas of responsibility were all measures related to employees and communication related. After the transfer and integration of the employees, she also supported the company in reviewing and developing HR functions from local legislation and best practices point of view. The focus was on key HR operations such as working hours, annual leave, and payroll. The practices were developed together with the organization's global HR team and payroll administration to harmonize global guidelines and local practices, as well as to improve the employee experience.

According to the client, Riina was fantastic with the company and its services, and her contributions were appreciated. She was described as diligent, knowledgeable, and extremely presentable in her approach. In addition to the HR tasks, Riina also offered support for strategic business negotiations in Finland. The project length was 1 year and 9 months.

Wärtsilä wanted to streamline its HR Operations’ organisation by addressing inefficiencies, reducing overlapping processes and ways of working. HR Plus provided an experienced consultant to step in as an interim leader for the HR Operations team, overseeing a network of 200 HR professionals. Together with the team, the consultant worked to design a more efficient and scalable HR organization that could adapt to future changes.

Sari Mononen from HR Plus was able to start on a couple of weeks' notice and very quickly got a firm grip on the team and the ongoing projects. She carried the project forward in good cooperation with her colleagues and other stakeholders. Sari's attitude and performance received very positive feedback from the team. We loved her warmth, humor and pragmatism. Sari assisted in the search process and selection of a new HR Operations Director and made a controlled transfer of responsibility.

Large global corporation divested part of its business in 2022. In this connection, parts of the divested business including app. 1000 employees remained in the company and were integrated into the remaining business divisions.

In this connection, a global HR information system was launched in the corporation. The HRIS launch to the remaining parts of the divested business was done as a second phase, after finalizing the divestment.

HR Plus helped the organization during the divestment and integration process by providing Business HR support during the transformation period.

• development and implementation of global people processes outside the HRIS system during the divestment process: performance and goal review, goal setting, personal development discussions, job grading , salary review, recruitments
• participation in integration management including people data management, HR operational model design, change management, knowledge transfer and transition management
• general Business HR support during transformation.

In the second phase, HR Plus helped the organization as a Project Lead in the HRIS implementation into the remaining parts of the divested business, together with the inhouse and technical project team. The project included the overall project management, data transfer and management, definition of country specific requirements for HRIS development, communications, change management and coordination of training.

Our collaboration with YTM-Industrial Oy, which specializes in the sale, design and after-sales services of technical equipment, components and systems, began with an HR analysis to assess the customer’s human resources practices and management. The assessment was made by interviewing the company's management and supervisors, as well as by reviewing the personnel policies and guidelines. Based on the evaluation, we prepared a report on the strengths of the human resources management and personnel policies, as well as areas of development with recommendations for action. This report was presented to the management team. The joint discussion resulted in a clear perspective on HR priorities and development projects. After this, our cooperation continued on various HR matters, such as working hours questions, updating employee policies and personnel plans, developing the compensation system, and advising on personnel matters.

Elematic Oyj, a company that has grown significantly and has become international, needed an external assessment to evaluate its current HR practices and to propose priorities for leadership development and how they could be implemented. The HR analysis was performed by reviewing materials and HR practices and interviewing a group of managers, executives and HR experts in Finland and in two units located abroad. The final report was a summary of the strengths and development opportunities of the HR practices and recommendations for both short and longer term action.

As a part of the leadership analysis, we also carried out a series of interviews in the background. The results of the interviews were used in a leadership workshop with the customer. Based on the company's strategy values and interviews, we prepared a proposal for the company's leadership principles. As a final report, a suggestion was made to the customer to strengthen and implement the leadership principles in the organization and in various HR management processes. In addition, on the basis of the interviews and the workshop, we made a proposal to the customer about the content of the leadership development programme and different ways of implementing it.