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HR Manager

HR Manager

Work Experience

RESUME OF CAREER HISTORY

August 15, 2011 – present: Heineken International: Global OD/HR Workstream Lead Global Procurement a.i (Global HR Business Partner Procurement a.i. till January 1, 2012).

Responsible for Organisation Design and HR matters, in a large complex project across 24 OpCo’s, related to the set up of a Heineken Global Procurement Company (HGP).

Role Responsibilities:
• Organisational Design for the central organisation and the Operating Companies (OpCo’s). Responsible for the creation of the organisation structures, job descriptions, grading etc
• Stakeholder management across all levels of the business (preparation and presentation of high level strategic presentations and decision making documents for the Global Procurement Director, Steering Committee, Board Members, General Managers, Global HR etc
• Stakeholder management across other workstreams in the project to ensure all interdependencies of the project are identified and in scope
• Responsible for managing the OD/HR project team and managing the budget
• Responsible for the consultation process (Request for Advice) for the central organisation with the Group Works Council (GWC) and coordinate the local works council processes with OpCo HR
• Create transition action plans for OD/HR for the OpCo’s resulting in standardised ways of working and efficiency across OpCo’s. Work closely together with Regional HR, POD and OpCo HR to ensure full alignment
• Create a Performance Management framework aligned to the Senior Manager framework
• Competency development and roll out
• Perform Capability Gap Analysis resulting in a capability development approach
• Design the Training Strategy, Curriculum and coordinate the implementation globally


December 6, 2010 – August 1, 2011: Heineken International: Global Performance Management Consultant a.i.

Responsible for Performance Management globally for the Senior Manager population.

Role responsibilities:
• Designing a global performance management process to implement a high performance culture including guidelines and tools for the Senior Manager population linked to Reward
• Cascading process of the strategic initiatives of the company into SMART objectives for senior managers
• Designing processes to support the new Human Resources Management System
• Support the business with Personal Development Plans

July 1, 2007 – December 6, 2010: ProLogis Management B.V.: First Vice President Human Resources Europe & Middle East (470 employees)

Responsible for providing strategic pan-European HR Leadership as well as overseeing the full range of Human Resources activities and projects. Interaction and close communication with senior management, across Europe, the Middle East and at Denver headquarters. ProLogis Europe had 470 employees in 15 different countries prior to the company downsizing initiative end of 2008. Direct report headcount scaled down from 11 to 7. The overall headcount reduced to approximately 320 employees across Europe.

Role responsibilities:
• Leading downsizing initiative of the company, commencing end of 2008. G&A saving, headcount reduction of approximately 30%
• Transitioning the HR Organization from an operational HR entity to a Strategic Business Partner function
• Strategic Business Partner responsible for advising upon strategic HR matters and working closely together with the European Board members, in particular with the CEO and the CFO/COO
• Responsible for the annual bonus round, including budgeting, discussions with the Compensation Committee on bonus, salary and Long Term Incentive pool allocations
• Strategic Human Resources sparring partner: defined and implemented the pan-European annual HR Agenda
• New market penetration: set up and integrated HR function in the Middle East
• Middle East closure due to cost saving initiatives
• Manage training initiatives and administration
• Lead overall recruitment efforts for leadership positions, work closely together with head hunters and recruitment firms
• Performance Management Cycle: Implement Performance Management Framework/Process including SMART objectives
• Define and implement Talent Management Program, Succession Planning and manager toolkit
• Aligned the HR Business function with Finance significantly improving management reporting and cost saving initiatives
• High quality of compliance in Labour law, legal practices and regulations across Europe and the Middle East
• Benchmark data survey participation (Watson Wyatt, Towers Perrin, and Hay). Results used as instrument for further strategic decision making


July 1, 1999 – July 1, 2007 various roles in ABN AMRO Bank

January 1, 2007 – July 1, 2007: Team Leader and
Business Partner Global Markets Netherlands (475 employees), Amsterdam

Role responsibilities:
• Business Partner responsible for Equities and Trading and responsible for a team consisting of 3 headcount (2 Business Partners and 1 HR support)
• Responsible for the roll out of the People Plan (3 year Strategic HR Plan including the HR Agenda). Topics on the agenda: Talent Management, Performance Management, How to build a High Performance Culture, Leadership Development, Learning, Diversity etc
• Reorganisation of business unit supporting business streamlining and cost saving
• Change Agent: change management process with the (ERP) implementation of Manager Self Service and the implementation of the HR Services organisation

July 1, 2006 - March 15, 2007: Business Partner Talent Management and
Succession Planning & Performance Management Global Markets UK, London

Role responsibilities:
• Responsible for Talent Management and the Succession Planning globally for Global Markets (3500 employees globally)
• Rolled out the Talent Management Review for all senior managers and provided feedback on the outcome of the 360 degree feedback based on the Leadership Competencies and the Style and Climate Survey from Hay
• Supporting managers with creating Personal Development Plans
• Responsible for the Performance Management Process globally
• Creating pre-populated SMART objectives for identified job families


July 1, 2005 – July 1, 2006: Advisor Leadership & Learning and Performance
Management Private Clients Switzerland, Zurich

Role responsibilities:
• Implementation and roll out of the Performance Management Process and implementing SMART Objectives
• Supporting the Executive Committee members with the calibration of the performance scores and the formulation of SMART Objectives
• Developing pre-populated SMART Objectives for identified job families and rolling out workshops
• Develop, roll out and co-facilitate Leadership training programs
• Rolling out of various trainings programs (Consultative Selling Skills, Consultative Negotiation Skills, Investment Solutions)
• Working with external training providers
• Developed, defined and rolled out the Coaching Concept
• Conducting Training Needs Analysis, analyzed the data and created a Learning Curriculum

May 1, 2003 – July 1, 2005: Advisor Learning & Development and Performance
Management Private Clients & New Growth Markets (PC/NGM), Amsterdam

Role responsibilities:
• Responsible for the Performance Management Process globally for all levels below the Top Executive Group
• Conducting workshops in Asia, US, Europe and the Middle East to set SMART objectives, Coaching & Feedback Workshops, Appraisal workshops and supported senior managers and local management teams with alignment sessions
• Project Leader (Performance Management improvement plan). Project group consisted of HR professionals from, Pakistan, UAE, India, Luxembourg, NL, Indonesia and Hong Kong
• Developed, rolled out and co-facilitated a Leadership Program for key talents globally
• Set up and rolled out an International Assignment Program

June 1, 2002 – May 1, 2003: HR Advisor for Private Clients Netherlands,
Amsterdam

Role responsibilities:
• HR Advisor, part of the Management Team, working for the region The Hague and 2 departments in the Head Office of Private Clients Netherlands

November 1, 2001 – June 1, 2002: Senior HR Assistant Private Clients & New Growth
Markets (PC/NGM), Amsterdam

Role responsibilities:
• Point of contact for Expats
• Global Grading project (Senior Vice President grading) together with the Compensation & Benefits Specialist from Group HR and a
• Hay consultant. Completed the Hay grading training. Interviewed senior managers and prepared the grading proposals

July 1, 1999 – November 1, 2001: Senior HR Assistant for Private Clients & Asset
Management and the International Division, Amsterdam

Role responsibilities:
• Senior HR Assistant for Compensation and Benefits and Career Development focussing on: bonus round, MIS, global benefits matrix, succession planning, Executive Development Interviews etc


1997 – July 1, 1999: Achmea, Zilveren Kruis (ABN AMRO collective Health Insurance)

Tasks and responsibilities:
• Claim settlement for all the expats of ABN AMRO Bank N.V globally

EDUCATION

BBA Human Resources Management degree, ISBW Amsterdam
HBO Human Resources Management degree, ISBW Amsterdam
HAVO (high school) degree, Albanianae Alphen aan den Rijn

LANGUAGES

Dutch: mother tongue
English: fluent, written and spoken
German: basic
French: basic

PERSONAL INTERESTS

Mindfulness
Yoga
Reading
Fashion, I launched my own clothing line in 2011
Coaching and personal development

Education

Bachelor

Skills

Result oriented
Coaching skills
Multicultural awareness
People skills
Ability to work in large and complex matrix structures


Languages

Nederlands
Engels

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