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HR Management/Resource Management /Process Management/Change

Work Experience

Interim Manager since 2004:

Resource Manager/ Procurement Officer/ Process manager @ KBC (May 2006 – 30/6/09)

At KBC, an international banking company, ICT is centralised on holding level with an own HR department responsible for some 1900 internal IT resources and over 800 external consultants (2008).
The newly implemented resource management structure encountered some problems, inflow of resources both Internal and external, cost awareness of line management, inefficient process,

Role and responsibility:

For KBC staff (25%, mainly in 2006)
• Process improvement for resource management process,
• Knowledge management HR related, especially on legal matters.
• Set up of an internal search agency for bottleneck functions
Main achievement:
Setup of an internal search & selection unit for IT profiles, more pro active, higher involvement, including new a more lean process. Result was an increased inflow and a significant higher number of hires after interview.

For Procurement of Non KBC staff and IT services(75% in 2006, 100% as of 2007 in project mode)
A project was defined in order to improve procurement for T&M sourcing in order to increase efficiency, transparency, quality and cost control. (Team of 1 Project Mgr, 1 later2 Procurement officers,1 back office collaborator and myself)
• The Tactical and operational implementation of preferred vendorship in order to decrease the total spend on external consultants, (including change management towards all impacted parties, internal and external.)
• Introduction of new sourcing techniques for more flexibility and a higher effectiveness.
• Process definition and improvement, setup of SLA and KPI‘s.
• Procurement officer for the category.
• Support for other categories, in RFI/RFP in FT/FP or Consultancy
Main achievement:
The Hiring of + 400 consultants in2 year period, decrease of the number of vendors.
Implemented a six sigma way of working, based on measurement and a 360° view of all actors, clear communication plan and close follow up on all related data in order to tune the process.
Designed and implemented an S/CRM tool and related MIS system for follow up on daily operations, management reporting, vendor management, and project status update (based on a gap analysis of the existing back office tools)
Effective preferred Vendorship and an effective account management towards the internal customer.
This all resulted in a significant improvement of all KPI‘s, a strict cost control (even with a highly increased demand), quality awareness, higher acceptance rates by line management.
Bottom line a 16% annual savings on the T&M spend compared with the initial baseline of 2005, dropped average price in a demand market, without loss in quality.

For IT procurement (2008 on going)
40% Procurement for the category T&M and services
60% Process management for IT procurement
process improvement and set up of a number of different initiatives including streamlining procure to pay, Software License management, overall Vendor management, Spend analysis, Dashboard development, Total Cost of Ownership
Main achievement:
Development of spend cubes for Belgium and other international branches in order to deliver comprehensive data for management purposes, vendor management, category management
I implemented some quick wins for the Procure to pay process, did the setup of a standardized reporting system for Belgium and CE.
Implementation of a tactical solution for overall contract management and software license management.
Sr HR consultant/HR Business partner @ Proximus (March 2004- May 2006)

Proximus or Belgacom Mobile is market leader in mobile communication in Belgium, with 2450 employees and a technical staff (IT and Telecom) of a 1000 people.

Role and responsibility:
• Direct support for the 3 internal HR Account Managers, they were HR responsible for the technical community. I took up the role of their “business interface” towards IT line management and senior management. This included among others building performing project teams, balance of the Internal/external ratio, Setting up fade out scenario’s for external consultants.
• Technical recruitment assignments, mainly senior and IT bottleneck functions
• Technical support for 4 ICT recruitment specialists
• Driver/influencer in a number of projects and initiatives i.e. contractor replacements, retention management, succession management, project maturisation, cost control.
• Analysis for the reengineering of the HR back office applications (SAP HR/SRM and Peopleclick)
• Input for the procurement department in time & material related items
• Support of HR management in matters of forecast, Budget, planning, process improvement, KPI measurement, targets...

Main achievements:
Contractor replacement project (duration 1 year): 25 of the top consultants were replaced by internal staff without loss of quality.
Significant improvement of the KPI’s for recruitment, churn, internal mobility, employee satisfaction.
A higher acceptance grade of HR as a partner by IT employees and IT management.
A number of individual success stories where all the human capital tools were put in place in order to facilitate the succession, development or performance of employees
Management reporting for recruitment related KPI’s


As an Employee:

Bakker & Partners, as Managing Consultant ICT / Project Manager (Feb 1999-march 2004)

Bakker & partners,( jobbrokers), is a combination of temporary staffing agency and search and selection Company, Initially focussing on ICT. The difference was made by the specialist approach.
Later other fields of expertise were launched (sales, finance, HR and engineering). For project purpose, IQ-Consult was founded in 2000.
I participated in the start-up and was next to my daily tasks also involved in the management of the company.

Responsibilities:
• Profit and loss responsible for the ICT-division(up to 4 consultants)
• Business development
• Search and selection of ICT and engineering staff, mostly senior, managerial or bottleneck functions
• HR Projects and consultancy, mainly for technical environments
some examples: Bridging between IT and HR, project staffing, staff retention programs, succession management, compensation and benefits, organisational development…
• Coaching and technical back-office for the colleagues especially in multidisciplinary assignments
• Responsibility for IT environment (applications and systems) and PBX (technical and budget)
Main achievements:
Company was profitable from the first year on.
Acquired a number of reference customers in service and non service industry.
High rate of repeat business, high scores in satisfaction surveys.
We were highly appreciated by the candidates due to the unique approach of working in “candidate centric”.


Interlabor Informatics, Brussels as Sr. Account Manager (April 1998-Jan 1999)

Interlabor Informatics was a division of the Interlabor Group (Randstad) specialised in handling IT staffing (temporary and fix employment). Due to the scarce market, the approach was solution and candidate driven.

Responsibilities:
• Search and selection for a number of large accounts
• Technical guidance of colleagues and support in positioning, pricing and efficiency
• Involved in the design of a new back office application

Cubic N.V., Brussels as head of the training academy (Dec1995-April 1998)

Cubic is a daughter enterprise of Exact BV. In Belgium they are/were market leader in administrative and accountancy software for SME.
I started the training department from scratch, target audience were Cubic employees and the distribution channel (accountants and technicians). In the curriculum were next to functional and technical tracks also applied sales training sessions in French, Dutch and English.

Responsibilities:
• Operations of the training department (organisation, content, quality and budget)
• Trainer for technical and functional training and occasionally tailor made or communication training like train the trainer)
• Coaching the other trainers (up to 5) and reviewed their work
• Consultancy for end user customers, (mainly complex implementations or Pilot customers)
• Support for large events, (demonstrations and presentations, for instance at the Cubic days at the Atomium
• As of 97, I mainly supported the development of the new version of Cubic for Windows for the European market (commercialised as Excellent)
Initially responsible for the implementation of the dealer certification program. But along the way I also did functional analysis, Alfa and Beta-testing, setting up the knowledge base, organisation of dealer councils, preparing events like Cebit
Main achievements:
Training diversification in technical, functional, sales related packages
Integration of the training and support service
Turning a cost center into a profitable service center.
Best score in dealer satisfaction survey 2 years in a row


Dynamic Software, Herentals as Sales and support engineer (May 1995- October 1995)

Dynamic provides car dealer management software (mainly Renault and Mercedes) and independent workshops.
My responsibilities were:
• Sales support and sales, especially for French speaking customers
• Implementation, customisation, support including interventions on site, follow up, training sessions, rewriting manuals and follow up on technical issues

Offimac Infosystems, Hasselt as Representative / Consultant (May 1991- April 1995)

Offimac supplies standard and tailor-made software solutions, AO accountancy, sales and distribution, procurement, warehouse management, production management, ..., for various activities.
My responsibilities were:
• Sales and pre sales: acquisition, analysing the needs, demonstrations, follow up, closing the deal and mentoring my colleagues
• Support, analysis, implementation, training, and support on hardware and software
Reason of departure: disagreement concerning customer care and technical choices.

Before 1991 other non core related jobs mostly of a commercial nature and military Service.

Education

Master in criminology
Bachelor in Law
Workshops and seminars related to HR, Procurement and IT

Skills

Vision on HR, especially for technical departments, hands on experience in Human Capital management.
Vision on procurement mainly Category IT &telecom
Technical knowledge (IT& Telecom), including hands on experience
Good view on business processes and implementing Change
High business acumen
Methodical, Good Project skills (based on best practice, upgraded with PMI project methodology and Six Sigma)
Communication and presentation skills
People skills (managing groups up to 8 resources)
Analytical, Result driven, Out of the Box thinker

Languages

Dutch: mother tongue
French: fluently spoken and fairly written.
English: fluently spoken and written.
German: fluently spoken, poorly written.

Other

Hr related :
Employee life cycle management,Resource management,Recruitment & Project staffing,Reporting & Dashboard development,KPI definition,BI & Reporting,SAP HR/RMS,Peopleclick
Procurement Related:
Strategic Sourcing for external resources, Vendor management
Contract management,Software license Management,Spend analysis including Consolidation of Central European data.
Procure to Pay Optimisation, PKI definition, BI & reporting
SAP SRM, HP Peregrine
IT Related, mostly in order to support previous:
Analysis, Data Modelling & application Design,Data management,BI, reporting & dashboard development,ERP,
CRM
Collaboration tools

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