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Senior Interim Human Resources Manager

Senior Interim Human Resources Manager

Work Experience

I am a Human Resources Manager with a lot of expierence in trade and industry. As a servant leader I am capable to excellently connect between the operation, its managementteam and managing director. I play my serving role without losing my personnel strength. As a result of my reliable and calm charisma I am able to collect a lot of information, using this to add value, content and direction to the operational- and strategic goals of management.
All of this to aim for increased involvement of all emloyees and –results of the company.
Resilient and professionel. Taking initiative and being analytical. High level of integrety, strong customer focus, both internally and externally. Very good communication skills, both verbally as in writing. Leading by setting examples.

Projects as Interim Human Resources Manager

June 2007-August 2008 Bosch Rexroth BV, Boxtel.
Human Resources manager Cylinder Division, 260 employees.

Part of multinational “ Bosch”, within the social entity Bosch Rexroth in Boxtel (4 companies and Central Services) focus on development, sales and production of hydraulic cylinders.

Focus a.o.
* To contribute to the desired change in culture: from a company with regional cultural aspects to a company with a multinational culture.

* To strengthen the own identity of the Cylinder Division within the Bosch conglomerate.

* To introduce and anchor Integral Management.

* Contribute to the Companies growth (double turnover in two years), by organizing the process off hiring, promoting and firing.

* Discussing with Management the necessity to go from a 5-shift model to a 3-shift.
Negotiating and agreeing with the Unions and Works Council the terms and to agree upon a Social Plan.

* Designing the communication Plan required to bring all the changes in the Company across.

2003-2006 SVS Holland BV, Enkhuizen, 280 employees
Interim Human Resources Manager

The company is part of an American multinational, main activity the development, production, selling and distribution of vegetable seeds.

Focus points:

* The design and negotiating of a Social Plan for the relocation of the Staff employees from Enkhuizen to Wageningen, including the communication plan.
* The design and negotiating of a Social Plan in order to be able to relocate part of the IT-department to the Head office in Barcelona. For the employees involved who were not able or willing to follow their function we organised an outplacement process.
* Cancellation of “Rooster vrije dagen” in conjunction with management and Works Council
* Member of CLA-negotiating team, 2 contracts concluded successfully
* Design of a life cycle policy
* Brought Pension policy in line with applicable VPL and WGBL laws
* Design and implementation of sickness cost policy for expats
* Negotiated a Health and Safety contact in combination with Sickness Cost insurance at considerable lower cost
* Design and implementation of a code of Conduct/ Whistleblower policy in line with Dutch culture
* In conjuction with professional actors a management training in conducting appraisal interviews
*Bringing the HR department on the required level through hiring, firing and transferring employees

05.02-11.02 Regionaal Opleidingen Centrum, Unit Education, Utrecht, 400 employees
Coach of HR Manager

Company with as customers the government, companies and individual participants and as product teaching.
* As a coach of the HR manager contributing to the cultural change within the company leading to efficiently organizing the business processes and integrated result oriented managing of the middle managers.
* Prepare for a redundancy process for 20 employees.
* To bring on speed the process of outsourcing of the “Childcare department” of the company to 3 market parties.
* To initiate for a decentralised business policy leading to better customer focus and team efforts.
* To contribute to the development of the ROC Education Business Plan and the supporting communication structure with the Board of Directors.

2.02-04.02 Kattenburg Corporate Fashion Services, Pijnacker, 140 employees
Project leader Reorganization

Project leader reorganization process; took over the process from an Interim HR-manager, prepared the personnel reduction of 40 employees, of which 14 involuntarily
* Revitalised the project and brought it on speed again
* Organised process “from work to work”
* Developed Social Plan and negotiated and agreed upon it with the Works Council
* Created a better working atmosphere by designing and implementation of a communication plan

03.01-07.01 H&S Executive Options, Alkmaar, Recruitment, executive search and Interim HR Management
Interim Managing Director
To investigate the possibility of a partnership in the company, to set up a network for Interim Human Resources Managers and to execute search contracts for clients

A small company with the following products:
* Recruitment and selection services
* Executive search
* Human Resources Interim Management

08.00-03.01 Spliethoff BV, Amsterdam, Shipping Company, 1250 employees
Interim HR Director

Acting as Director Human Resources in the Company
* Analysing the personnel turnover rates and based on these the designing of an integrated action plan aiming at a.o. reduction of turnover of Dutch maritime Officers
* To set the agenda for the negotiations of the Collective Labour Agreement
-Pay for performance
-Introduction of job evaluation interviews
-Communication plan in place for the company as a whole
-Implementation of bonus payments for Officers
-Adaptation of holiday policy for seafarers
* To reorganise the Personnel Department
* Designing and implementation of employment policies
* Analysing the personnel planning system and the improvement of its efficiency through the implementation of an automated standard software system
* Structured the Leadership development program of Captains
* Several action programs focussing at safety, communication and the improvement of productivity

10.99-06.00 Verenigde Bloemenveilingen Aalsmeer, Aalsmeer
Flower/plant auction, 1850 employees
Project leader Logistic Department

Within the Logistic Business Unit acting as a Project leader, increasing hiring and decreasing personnel turnover
* Designing and implementation of “Combination Contracts”, 2 employers, one VBA-employment contract
* Introduction of work related progress meetings on the shop floor
* To advise for organizational changes within the Business Unit, especially within the job of the Supervisors
* To improve the image of the company and the industry by organising a Company tour for Employment Finding Officers
* Hiring activities strongly increased, revitalised exit-interviews
* To contribute to the development of a “State of the Art” information centre, where potential employees could find all vacancies, not only for the hourly paid, but also for graduates
* Organization of a project securing the hiring of 2000 temps during the Summer
* Preparation of the first part of the introduction of an automated personnel planning system to secure lead times to buyers

04.99-10.99 ASML, Veldhoven
Semi-conductor industry, 3000 employees
Coach compensation & Benefits manager

To act as a coach for the newly appointed Manager Compensation and Benefits
* To present possibilities for flex hours within the company to be able to extend company working hours
* To develop several employment conditions, a.o. an allowance for employees living in Belgium (Border workers issue)
* Designed and implemented a system for a profit related bonus scheme
* Development of a policy for work related travelling with public transport

10.98-03.99 Johan Enschede B.V., Haarlem
Graphi-media industry, 700 employees
Project leader Reorganization

* To prepare for the reorganization of one of the Business Units
* Design, negotiate and agree upon with the Unions the Social Plan
* Introduction of a pay for performance system
* Implement a job ranking system in accordance with the applicable Collective Labour Agreement

Former Employers:

1998: Interim Human Resources Manager in own company.

Focus points of the job:

Optimizing the factor labour within the organization and by doing that adding to the productivity.
As consultant adding value to the results, emphasizing within the company on optimizing the individual human capacities.
Therefore, in conjunction with the management team, developing the organization and communication structures.
Besides these key components the main points of managing the personnel function may amongst others be:
* adapting the organization to changing market situations.
* Development of the leadership function and integral management.
* Coordination of the management development program, from entrepreneurial mechanics up to employees with an university degree.
* Development and keeping operational the company’s communication plan.

1983- October 1997: Otis B.V.
Human Resources Manager

Otis is a subsidiary company of the worldwide Otis Elevator Company. The company is active in the field of sales, new-construction, servicing and modernization of mainly elevators, escalators and travolators.
Otis Netherlands: approx. 650 employees.

1981-1983: VMF-Stork, head office
Personnel officer, traineeship.

1975-1981: VMF-Stork-Wescon
Personnel officer, for construction sites.

Education

Education:

1971-1975: Graduate in personnel management, “Karthuizer Sociale Academie” Amsterdam.

Seminars:

2008-2009: Part MBA: Nyenrode Business University

A number of training sessions and seminars in the area of training, communication, organizational effectiveness, including Total Quality Management Crosby in London.

“Open negotiation skills” at the Dutch employers Federation AWVN.

Skills

Senior Change manager, together with management working on ao the introduction of integrated management, \\\"Lean\\\"

Languages

Dutch : mother tongue
English : fluent
German : Adequate for business
French : Basic


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