Co-sourcing in HR & payroll teams: when capacity is temporarily missing but quality must remain consistent
Co-Sourcing in HR can be applied across many different organizational structures – from companies without an internal HR function to organizations with fully established HR teams. In previous articles, we explored two common scenarios (see also our articles “HR Co-Sourcing” and “Co-Sourcing for One-Person HR”).
This article focuses on another use case: companies with established HR departments, clear processes, and mature structures that still require temporary interim support from time to time.
Because even highly stable HR teams are not immune to periods of transition.
Why even strong HR teams need temporary support
Change is part of every professional organization. Typical reasons for temporary capacity gaps include:
- parental leave
- maternity leave
- sabbaticals
- caregiving leave
- long-term illness
- internal role changes
- long notice periods before replacements can start
Especially in specialized HR roles, several months often pass between a resignation and the actual start date of a replacement. According to current labor market data (including the StepStone Labor Market Report 2024), the average time-to-hire for qualified specialist and leadership roles in Germany is now around 4–6 months. For specialized HR or payroll positions, it can take even longer.
Operational business, however, continues without interruption during that time:
- deadlines still apply
- payroll must remain accurate
- labor law matters cannot wait
- onboarding and offboarding continue
- international HR topics require ongoing support
Interim support during these phases is not a sign of structural weakness – it is a sign of professional risk management.
How co-sourcing works within an existing HR setup
Every collaboration starts with very clear alignment:
- Which topics do we handle operationally?
- Which responsibilities remain fully internal?
- How are decision-making processes structured?
- Which systems are currently in use?
- Which interfaces or workflows are particularly sensitive?
The goal is not to change existing processes, but to integrate smoothly into established structures.
We quickly adapt to existing system landscapes, including HR platforms such as Leapsome, HiBob, HRlab, Personio, or Workday.
We also integrate seamlessly into collaboration and documentation environments such as Confluence, Jira, Google Workspace, or Microsoft 365. Benefit platforms and additional HR-related tools are regularly part of these setups as well.
For the internal HR team, this means: no system changes, no parallel structures, and no unnecessary complexity.
Different collaboration models
Depending on operational needs, the level of integration can vary.
Direct Employee Communication
We fully take over defined operational areas and act as a direct point of contact – for example in HR Operations or pre-payroll activities.
Background Operational Support
The internal HR team remains the clear process owner while we provide structured operational support behind the scenes.
Integration Into Existing Team Routines
To minimize additional coordination effort, we can participate in departmental meetings when needed. This keeps communication efficient and operational topics can be resolved directly.
The goal is always to respect the existing team dynamic and avoid unnecessary disruption to established structures.
Case study: collaboration with GetYourGuide
Our collaboration with GetYourGuide began in the context of parental leave coverage. Over time, additional operational support needs emerged within HR Operations and pre-payroll processes during regular organizational transitions.
In fast-growing international companies, personnel transitions are a normal part of organizational development. Professional HR teams actively plan for these phases and ensure that operational quality remains stable throughout.
Because GetYourGuide already had very strong HR structures in place, we were able to integrate efficiently and provide targeted support where temporary relief was beneficial.
Our support includes:
- operational HR topics
- pre-payroll support
- ownership and coordination of onboarding processes
- support for HR processes across international entities
The level of support can be scaled depending on operational needs – from smaller support structures to expanded capacities during periods of increased workload. This allows resources to remain flexible while maintaining continuity within day-to-day HR operations.
“The collaboration gives us operational stability during periods of personnel transition while also allowing us to scale capacities flexibly – without fundamentally changing our existing processes.”
Vanessa Geissler, People Operations Lead, GetYourGuide
Structured handover as part of the model
A key element of the model is the structured handover process once temporary support comes to an end.
This includes:
- documentation of ongoing topics
- status overviews
- open tasks
- system-related notes
- coordination with the returning or newly starting employee
If desired, we remain involved for a defined transition period to support reboarding or onboarding and ensure structured knowledge transfer.
This additional level of security is particularly appreciated by both the existing team and the returning employee, as it ensures operational continuity while supporting a smooth and sustainable transition back into the role.
Why co-sourcing matters for HR & payroll teams
For many HR teams, the main question is no longer whether external support is possible – but how to integrate it without creating loss of control or process disruption.
A team-based Co-Sourcing model provides:
- operational stability during staffing gaps
- retention of internal ownership and decision-making
- protection against single-person dependency
- predictable cost structures
- flexible but structured operational support
Regardless of market conditions, qualified HR professionals remain key business-critical roles. Temporary reinforcement is therefore not a trend, but an established strategic approach to maintaining stability during transition periods without prematurely changing long-term structures.
Conclusion
Today’s established HR departments face increasing pressure from two directions: growing regulatory complexity and increasing organizational dynamics.
Personnel transitions cannot always be avoided – but quality loss can.
Integrated interim Co-Sourcing allows HR teams to maintain operational stability, protect knowledge, and manage transitions professionally without questioning or disrupting existing structures.
It is not about replacement. It is about temporary reinforcement – with structure.
📌 Questions about how Co-Sourcing can be integrated into your organization? Contact us directly or book an appointment
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