HR in growth: How companies can set up structures, processes, and tools correctly
Growth is always an exciting phase for companies: new markets, new colleagues, greater visibility. At the same time, however, it also presents enormous challenges—especially in the area of human resources. Where yesterday a small team could get by with Excel lists, today reliable processes, clear responsibilities, and a modern HR infrastructure are needed.
At Edl Consulting, we have been supporting companies in this transformation phase for years – from start-ups and scale-ups to medium-sized businesses. Experience shows that without timely investment in culture, processes, and systems, HR quickly becomes a bottleneck. In this article, we summarize what really matters – and why HR today must no longer be just administration, but a strategic success factor.
Culture & Participation: The Underestimated Success Factor
A common pattern during periods of growth: recruiting pressure increases, decisions must be made quickly, and cultural fit often takes a back seat. But in the long term, it is precisely this factor that determines whether teams work well together.
“I think it’s extremely important to figure out early on who we want culturally, i.e., cultural fit interviews, which some companies conduct. It’s also important to consider who should be involved in the recruiting process, so that colleagues can get to know their new colleagues over coffee or lunch before we offer them a contract.” – Alexandra Edl
Our recommendation: Define criteria for cultural fit together, actively involve employees, and ensure transparent, participatory processes. A brief introduction in everyday life can provide more insight than a formal interview. Especially in shift-based businesses or international teams, this not only strengthens acceptance but also cohesion.
Speed vs. standardization: Start-ups and corporations compared
Alexandra Edl brings a rare dual perspective to the table: years spent working for a corporation (Allianz), followed by development work at a scale-up (eGym). The differences are striking:
- Start-ups score points with pragmatism, speed, and a culture of trial and error.
- Corporations bring structure, established standards, and governance.
When growing, companies need both: speed in implementation, but also clear standards so that structures do not collapse. Standardizing too early slows down innovation. Standardizing too late creates chaos.
The right timing is crucial—and this is exactly where we provide support as external consultants.
HR digitization: From Excel to a single source of truth
One of the biggest pain points during periods of growth is fragmentation: data is scattered, payroll preparation is done manually, and recruiting is done via Outlook. This not only costs time, but is also prone to errors.
“We need centralized HR management software very quickly.” – Alexandra Edl
The solution is centralized HR software that covers at least the following areas:
- Digital personnel files with e-signatures
Digital absence and sick leave notifications
Mobile time tracking and shift planning
Recruiting, including digital contract signing
The market is confusing, and there are many different providers. We help to structure requirements, compare providers neutrally, and implement systems in such a way that they truly reflect processes.
Especially for companies with many deskless or blue-collar employees, we recommend tools that work on mobile devices. One example is Kenjo’s personnel management software – specifically designed for shift planning, time tracking, and preparatory payroll accounting in medium-sized companies.
Standards & processes: The basis for scaling
Growth without standards means chaos. Even with just 50 or 100 employees, ad hoc requests explode if there are no clear rules.
“We need standards, we need process definitions so that we can become scalable in the first place.” – Alexandra Edl
Important levers are:
- Onboarding/offboarding with clear checklists
- Freeze windows in shift planning
- Standardized approval processes for vacation and sick leave
- Documented roles and responsibilities
Such standards are not “bureaucratic,” but rather the basis for HR not having to constantly improvise. They create reliability and relieve the burden on managers and employees alike.
New demands on HR teams and managers
The role of HR is undergoing fundamental change. Administration is no longer enough—project management, data literacy, and conflict resolution skills are now required.
“Now I can take HR to the next level, and we can take a more analytical, data-driven approach that is truly strategic and process-oriented…”—Alexandra Edl
Managers must also grow with the company: away from operational micromanagement and toward strategic management, coaching, and communication. Systematic management development is therefore just as important as the introduction of new HR software.
We often work on projects in parallel: while we set up the systems, we also develop managers through workshops and coaching – so that both levels work together.
Current pain points from customer projects
The issues that customers come to us with today have changed significantly in recent years. We currently encounter three pain points particularly frequently:
- Software selection: The market is confusing and sales teams are aggressive. Companies need neutral advice to find the best solution for their specific requirements.
- Implementation resources: Internal HR teams are often too small to handle a software project. We step in as interim project managers – with expertise in both HR processes and technology.
- Salary benchmarks & career models: Employees want development prospects and fair compensation. We help define salary bands and competency models that ensure both market fairness and transparency.
These pain points show that HR today is much more than just “salaries and contracts.” It’s about competitiveness and employee retention.
AI & Data: Opportunities and Caution
Hardly any other topic is currently stirring up the HR world as much as artificial intelligence. Many companies are asking: Where does AI make sense, and where is it risky?
“Be careful not to just blindly use ChatGPT & Co. – the data you enter there may not always be unproblematic in terms of the GDPR.” – Alexandra Edl
Our stance: AI offers potential – for example, in text generation, applicant matching, or chatbots. But its introduction requires structure: policies, training, clear use cases. Blind experimentation is risky.
At the same time, HR should make consistent use of data – not only for administration, but also for strategic management. People analytics, turnover rates, recruitment times: all of this makes HR a partner on an equal footing with management.
Conclusion
Growth means change—and HR is at the heart of it. Taking cultural issues seriously, standardizing processes, modernizing systems, and using data wisely lays the foundation for sustainable success.
At Edl Consulting, we support companies in precisely these steps: from selecting and implementing the right HR software to process consulting and leadership development. Because growth should not create chaos, but open up opportunities.
Fehlen Ihnen klare Standards, die Ihr HR-Team entlasten und Ihr Wachstum absichern?
Gemeinsam definieren wir Strukturen, Rollen und Prozesse, die wirklich funktionieren. Lassen Sie uns darüber sprechen.
The way to modern HR support
Would you like to obtain a non-binding offer, an initial free consultation or do you have any questions about our offers?