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HR manager

Werkervaring interimmanager

June 2007 – Present

Private company in HR management. Activities: Interim HR, Recruitment, Coaching & Career development, Assessment & Advice.

2006 – June 2007 BancTec the Netherlands

Banctec is the market leader in the field of image-system integration in terms of processing and filling of paperwork and electronic forms. BancTec operates worldwide, headquartered in US, with branches in different countries, having specialised departments for various specific industries. Clients are in the field of banking, government/authorities, aviation and media. BancTec the Netherlands has 65 employees, approx. 30 contractors spread over Sales department, Costumer Service and System Development.

Position as of November 2006: Interim HR manager

Member of the Management Team (5)
Tasks and responsibilities:

- Undertake recruitment assignments within all departments
- Coach and advice managers from a people perspective, developing their people management/leadership skills and constrictively challenging inappropriate behaviours/actions
- Facilitate short to medium term change initiatives and continues improvement activities
- Restructuring /updating of policies and procedures
- Manage employment law issues to managers within the business



2001 – September 2006 BRITISH AMERICAN TOBACCO
Amsterdam/the Netherlands

BAT, headquartered in the UK and listed on the London stock exchange, is the second largest and most successful tobacco companies in the world with more than 100.000 employees. BAT Netherlands the local marketing & Sales organisation for cigarettes market leader in the country and a substantial profit contributor within the group. BAT NL markets a wide variety of both International and local Brands on the Dutch Market e.g. Dunhill, Pall Mall, Lucky Strike, Barclay, Caballero, Gladstone, Gaulloise (distributor). The company has come forth out of the merger of BAT and Rothmans in 1999 and had around 180 employees. Because of the two different company cultures they where still suffering some undesirable after-merger pains. Therefore the company was still looking for adequate organisational positioning in a number of areas.



Position 2005 – September 2006: Head of Human Resources

Member of the New Top team for the new Company BAT The Netherlands BV (integrated activities of BAT Exports, BAT the Netherlands and Koninklijke Theodorus Niemeyer, Groningen) as of April 2005. Budget responsibility over 2 million Euro


Challenges:
­ Strategic focus: management of strategic HR management of transformation and change, people process & culture management of firm infra structure, management of employee contribution.
­ Managing change / business improvement: deliverable is aimed at developing a capacity for change. Applied employee’s surveys (IRS) helping employees to let go the old and adapt to the new culture. Seek to put relationships with employees on a new footing - one that is in line with the needs of the business.
­ requested by other European end markets to act as a non-executive member of their Board of Compensation Committee (Spain, Belgium, Nordics)

Position 2003 - 2005: HR Business Partner

Tasks and responsibilities:
­ set up and transfer transactional HR accountabilities and staff to HR Shared Services by SLA
­ managed the challenge of prioritising the strategic HR issues such as change and human capital
­ made a decisive contribution to the strategic review in realising continuous business improvement due to the required change in ways of working and interacting in pursuit of the business agenda
­ aligned HR processes with the business that contributed to assuring a smooth transition of the organisation through a strategic review and implantation
­ guided the management team members through their redundancy programme and led the negotiations with the works council and Trade Unions
Tasks and responsibilities (continued):
­ initiated and supported Management Team and line managers’ initiatives in developing leadership capabilities and in executing the “new leadership agenda”
­ chaired processes of change management and roll out the Mission Statement and “Line of Sight”
­ revised the reward system for management levels, generated a proposal and roll out the plan by the Top Team (based on Global Reward Architecture) to ensure effective differentiation in levels of performance contribution
­ benchmarked BAT NL best practices & procedures with global FMCG companies
­ maintained open and transparent ways of working with the works council negotiated CLA’s and several social plans with Trade Unions

Project Duke: organisational review in key European countries for full integration of Total Tobacco products and activities in end market organisations. One of the Critical Success Factors in the Duke process was to create a balanced organisation that safeguards both Cigarettes and Other Tobacco Products intellectual knowledge and heritage.

HR Key deliverables:
­ design of an HR structure in the new combined business
­ provided clear guidance on the local consultation process with employees, employee representatives, work councils and Trade Unions
­ set up of communication plan for information to stakeholders in the consultation process
­ negotiated Social Plans
­ provided clarity on (legal) constraints in the people nomination/ appointment process

Position 2001 - 2003: Head of Human Resources

Tasks and responsibilities:
­ Part of the senior management Top Team
­ Responsible for HR Management 180 employees and the corporate HQ functions in the Netherlands,170 employees.
­ reported directly to the General Manager of BAT NL and had strong functional ties with the HR managers of the Northern European Area, additionally co-ordination links with the head of HR of BAT Manufacturing in Zevenaar
­ fully responsible for the HR function in Netherlands, both in a strategic and operational sense
­ led an HR Team of 7 employees (Recruitment, Management Development & Training, Pay-Roll, Internal Communication) while I was also responsible for Facility Management (buildings, catering and car fleet), additionally led a team of a HR manager and 2 HR officers at various corporate functions and departments.


1990 - 2001 VAN GINNEKEN & MOSTAARD GROUP
Amsterdam/the Netherlands

Van Ginneken & Mostaard Group was a pre-media company which offers services and products to advertisers and publicity agency’s to perform the multi execution of the marketing communication. This means from idea to production including the management of it; concept development; design; production of mock-ups, DTP, websites, retouching and digital picture manipulation. Being a Total Solver Van Ginneken & Mostaard Group operates with high tech technological systems and integrated workflows. The company was privately and has some 250 mainly in the Netherlands although it has subsidiaries in Germany and the UK.

Position 1993 - 2001: Human Resources Director


Tasks and responsibilities:
­ Member / advisor of Management and Board of Directors and managed the P&0 department (6 staff)
­ responsible for conducting, developing and implementating an integrated strategic P&O plans, policy and the organisational development processes plus accessory instruments
­ defined and implanted terms of employment, MD programmes, training policy, as well as ARBO policy
­ negotiated and kept up the contacts with the Trade Unions and Works Council as well as with the employers’ organisation
­ carried out reorganisations, the closing down of companies, mergers and acquisition management audits
­ managed all operational HR activities, such as:
o in-, through and out flow
o organisational development
o planning of personnel
o absenteeism/re-integration
o function- and judgement conversations
o competence management
o training, coaching and career development
o internal communication
­ provided support and advised Board members, Business Unit Managers and headed the Holding facility management (fleet, reception and secretary, etc)
­ dealt with the applications, set up and implemented company training projects and supervised the company training programmes

Position 1990 - 1993: Human Resources Manager

Tasks and responsibilities:
­ set up of a professional HR as well as an Facilities department from start

Opleiding interimmanager

Opleiding
- Doctoraal Pedagogiek
(Onderwijskunde), Universiteit van
Utrecht(1986)
- Sociale Academie, Culemborg (1981)
-
Additionele Cursussen
- Project management
- De directeur & de OR: Samenwerken
- Young Executive Training (YET)
- Financial Management for non-financials
- Financieel Management
- Personnel Management & Organisational
Changes
- Organisational knowledge for the Personnel Officer
- Training & Education policy Innovative Management
- Basis Opleiding Organisatie Adviseur
- Time management
- Core elements of Marketing
- HR for Excellence
- Excellent Leadership Management Performance
- Management Development Programme
- Leiderschap voor talentvolle vrouwen

Consultancy interimmanagement a.i. kerncompetenties

All round HUMAN RESOURCE MANAGER


Een volwassen overtuigende persoonlijkheid die met haar uitstekende inschattingsvermogen weet wat zich afspeelt in organisaties/business. Samen met haar impact en invloed weet zij heel open en oprecht mensen te motiveren, in beweging te krijgen en leiding te geven.

Ze communiceert uitstekend en is door haar ervaringen in staat veranderingen bij mensen, en in organisaties in gang te zetten en prestaties in brede zin te verbeteren. Dit doet ze door het implementeren van geplande en goed gecommuniceerde strategieën.

Ze weet analytische en conceptuele organisatie-/business adviesvaardigheden te combineren met een organisatie attitude wat leidt tot creatieve interventies en succesvolle uitvoering /invulling van strategische initiatieven.

Ze is een resultaat georiënteerde persoon met een no-nonense benadering met de wil om integer en eerlijk te werken op alle niveaus aangaande alle interne als externe relaties/contacten.

Een succesvol teamleider en in staat deel uit te maken van, en actief deel te nemen aan een senior team - zonder compromissen aan haar ethische en morele positie - een goed geweten voor elk team en zeer bekwaam om te opereren in wijd uiteenlopende (belangen)groepen.

Een vasthoudende en krachtige professional met een sterke “people” focus welke samengaat met een business mindset en een krachtig gevoel voor ondernemerschap.

Talenkennis interimmanager

Nederlands - Vloeiend
Engels - Vloeiend
Duits - Goed

Overig

STERKE PUNTEN
• Beoordelingsvermogen
• Commerciële gerichtheid
• Durf
• Flexibel
• Gemakkelijk in de omgang
• Inlevingsvermogen
• Inspirerend -/ Motiverend vermogen
• Netwerken
• Onderhandelen

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