-
Faurecia
- VP HR Digital Transformation
2016 - maintenant
• Responsible for driving the HR digital transformation of a €19Bn Group with 105,000
employees in 320 sites across 34 countries.
• The primary mission is to lead the design and global roll out of the full SuccessFactors
HCM suite over a 2 year period, including the core HR module with full payroll integration.
Key to the success of the project will be assessing the impact on employees, managers and HR and implementing appropriate change management actions.
• Additional responsibility for the Group’s « HR Innovation Lab » that aims to explore HR trends and initiatives and assesses their potential application at Faurecia.
-
Faurecia
- Vice President Management Development
2007 - 2016
• Responsible for career, succession and workforce planning, performance management, leadership development and talent acquisition for a €16,2 Bn Group with 95,000 employees in 310 sites across 33 countries.
• The main mission of the role is around strengthening individual career management and development, thereby improving Faurecia's ability to anticipate and respond to its future human resource requirements. The primary focus of the role is the Group’s top 270 Senior Managers and the 200 potential Senior Managers, and impact is measured by the Group’s ability to staff its Senior Management positions internally.
• Highlights to date include the creation of an 'independent' Management Development network providing a dedicated Career Manager to all professionals; implementation of a structured follow-up for the career, succession and workforce planning processes, focussed on individual action plan implementation and key reservoir reinforcement; and implementation of a comprehensive approach to generating internally the next generation of Senior Managers.
-
Faurecia
- Vice President Learning & Talent Sourcing
2005 - 2007
• Responsible for the corporate university and the talent sourcing function for a €11 billion Group employing 62,000 people in 27 countries across 183 sites.
• This role is focussed on three key challenges. The first is the ongoing development of Faurecia University’s Learning Catalogue, both in terms of new programs and the renewal/replacement of existing programs. The second is the significant expansion of the University’s role to include responsibility for the development and implemention of a Group Industrial Training Strategy. This has meant taking over all associated programs, formerly managed at function, division or country level, as well as new program development. Finally, the role includes the ‘recovery’ and refocussing of the Group Talent Sourcing function and an acceleration of its activities outside France (i.e. the creation of partnerships with key schools and universities in Germany, Poland, China, USA, etc...).
-
Faurecia
- Vice President Learning
2004 - 2005
• Responsible for the corporate university and all learning and development programs and initiatives concerning leadership development, strategic alignment and change management.
• The main mission of the role was the consolidation, integration and alignment of Faurecia University’s Learning Catalogue with the learning and development priorities of the Group. The areas of focus include the development of future leaders, key position preparation, and the stregthening of functional competence. Program engineering, supplier sourcing and management, financial control, event management and marketing were also key responsabilities.
• Highlights included the complete redesign of the Group’s leadership development architecture, including the creation of a new program for junior high potential employees, a significant expansion of the Learning Catalogue, and the reeingineering of Faurecia University’s core processes (i.e. planning, nomination, internal invoicing, etc...).
-
Faurecia
- Group Recruitment Coordination Manager
2003 - 2004
• Leadership of a project to develop and implement a global staffing strategy and process.
• Responsibilities included the development of a recruitment strategy, policy and process for the Group, as well as the development and implementation of the necessary ‘infrastructure’ to support a Group wide approach (i.e. organisation, systems and reporting). Animation of the 300 person Recruiter Network; the creation of partnerships with key schools and universities; recruitment campaign management; job fair participation; and head hunter relations were also key requirements of the role.
• Achievements included the deployment of a Group Recruitment Policy and standard process, the successful implementation a ‘best of breed’ staffing software solution (Taleo), redesign of the recruiting organisation Group-wide, and deployment of a common employer visual identity.
-
Arthur D. Little
- Global HR Director
2000 - 2003
• Leadership of a team of HR professionals supporting a globally integrated management consultancy of 1,200 consultants operating in 30 countries.
• Main challenge was to constantly re-focus and optimise the HR function and people management processes in order to support an ever-changing strategic agenda that culminated in the firm’s sale in April 2002. Highlights included 7 re-organisations; the de-merger and re-merger of 50% of the business in preparation for an IPO that was ultimately cancelled; a 30% downsizing in 2001; and working with the new owners to ensure the successful ‘post acquisition’ integration of the firm.
• Major achievement was to keep the core HR processes operational whilst at the same time providing significant support to the firm’s senior management.
-
Arthur D. Little
- Human Resources Manager
1998 - 2000
• Responsible for providing operational HR support to the firm’s European and Asian offices on both a country and practice (i.e. Energy) basis. Also responsible for programs co-ordination and for the development and implementation of strategic projects in the areas of compensation & benefits; recruitment; and HR systems.
-
AXA Asia Pacific [Groupe AXA]
- Senior Human Resources Consultant
1997 - 1998
• HR project role within AXA's Asia Pacific Holding company where the primary focus was an extensive ‘capability’ review and re-engineering of the regional HR function (200 HR staff supporting 12,000 employees in 7 countries).
• Achievements included the development of a HR Alignment Model and ‘Blueprint’ for change (42% reduction in HR costs); a HR Technology Strategy; a new HR competency model; HR Metrics; and a HR Strategy to support the Group’s growth objectives in Asia.
• Highlights included work on redefining the role of the Holding Company through a focus on building and sustaining ‘capability’.
-
BHP Petroleum [BHP Billiton]
- HR Planning & Development Consultant
1995 - 1996
• Focussed on assisting with the development and implementation of a range of programs and initiatives designed to support a ‘new’ organisation, together with global programs co-ordination.
• Achievements included the successful global implementation of an ‘asset based’ structure; a major re-engineering of key HR processes; the development and ’roll-out’ of major changes to the compensation system (broadbanding; team based bonus; etc…); the introduction of a competency based approach to training and development and to career and succession planning; and an ongoing 360 Leadership Assessment process.
• Highlights included the leveraging of the SAP HR system to enable the ‘new’ HR processes.
-
BHP Petroleum [BHP Billiton]
- Senior Industrial Relations Officer
1993 - 1995
• Development and implementation of a range of strategic employee relations initiatives.
• Achievements included the negotiation of ‘leading edge' Enterprise Agreements; the introduction of innovative arrangements at the ‘Greenfield’ Methanol Research Plant; HR support for a 30% downsizing of the Division.
-
BHP Petroleum [BHP Billiton]
- Industrial Relations Officer
1991 - 1993
• Day to day support of the company’s operated and non-operated ventures; discrete labour law advice; and a ‘watching brief’ in respect of industry matters.
-
BHP Transport [BHP Billiton]
- Assistant Employee Relations Officer
1990 - 1991
• Resolution of employee relations issues associated with the day to day operation of a fleet of 19 Australian ‘flag’ vessels, including negotiating with employees, delegates and unions.
