Bottighofen, Thurgau, Switzerland
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• Reduction of the LC ratio by 4% and increase in productivity by 10% within the first two years; • Transformation of the HR organization with the introduction of the HR Business Partner model and significant qualitative development of the overall organization; • Sustainable implementation of a leadership development program and introduction of modern learning and development programs as well as digital learning platforms (LinkedIn Learning, Babbel, Coursera) in accordance to the Group HR Strategy; • New development and implementation of performance-based compensation for all managers at the head office and performance-based restructuring of bonus components in sales; • Establishment of an external RPO for Recruitment processes in the Shops area; • Rapid introduction and implementation of short-time working during the coronavirus pandemic, as well as an equally rapid reversal after only three months; • Very positive and supportive corporate communications during the coronavirus phase across a wide range of communication channels.
Transition period
• Technical and disciplinary management of the five HR Business Partners with the following focus areas: - Providing strategic and conceptual advice to executives on all leadership and team issues with a clear commitment to help shape the organization - Proactive support and consulting of the executive board and the upper top management in organizational and change issues - Strategic support in HR processes (Career Development Conferences, employee survey, salary round, etc.) - Consulting and support in difficult management issues (conflicts, separation, health, etc.) - Hiring of executives and strategically essential functionaries • Personal supervision of the CEO area with more than 160 employees • Strategic special tasks such as - HR responsibility for the integration of a newly acquired company - HR responsibility for the implementation of a cost saving program
Responsible for the HR reorganisation to the modern Business Partner Modell of Dave Ullrich
Head of HR for Penny in Bavaria (around 2,500 employees) - Inspire, lead and manage the performance of the whole HR department (10 employees – 6 FTE) - Quickly established credibility with executive team and other senior clients - Formed productive relationships with and influence the executive team, especially the Regional Head of Penny - HR consulting of executive team on all strategic topics - Initiate, coordinate and improve annual HR processes: Performance Management, Talent Review, Salary - Established a quantitative and qualitative HR planning process - Built a constructive cooperation with the works council and negotiated different works agreements - Recruited more than 10 senior managers - Negotiated different termination agreements with executive team members and other senior staff members - Ensure day-to-day needs of the client functions are met - Maintain and ensure efficient and effective HR operations and staff administration