Norbert Kireth
Interim Senior Manager Hr
Erfahrungen
Sept. 2024 - Bis heute
10 Monaten Oberding, Deutschland
Interim Senior Manager HR
Lear Corporation
- Restructuring of German tech locations
- Negotiations with the national and local workers council
- Footprint optimization and relocation of production and engineering sites
- HR process optimization e.g. Recruiting, Onboarding, time and attendance based on the overall Employee Experience program
- Coaching and developing local HR teams
- Define leadership and cultural development program based on the industrial turbolences in the automotive industry
Jan. 2021 - Apr. 2024
2 Jahren 4 Monaten Hamburg, Deutschland
Group HR People & Culture
Sovereign Speed GmbH
- Strategic repositioning of HR
- Optimized all relevant HR processes to enhance employee experience
- Time management and payroll optimized, digitalized pay-slip and transferred to alternative payroll provider
- Job grading architecture created, compensation policy i.a. group-wide regional pay bands defined and annual salary review implemented
- Setup strategic headcount planning and implemented in the course of budget/mid-term planning and recruiting
- Defined performance management content and process by initiating an annual employee performance cycle
- Defined leadership guidelines and related competency model and developed training series for all managers on that basis
- Prepared requirements for selecting suitable HR system(s)
- Developed employer value proposition with internal/external communications
Jan. 2020 - Dez. 2021
1 Jahr Waiblingen, Deutschland
Group VP HR
Syntegon Technology GmbH
- Developed and deployed a Global Operating Model HR containing shared services and global IT HCM infrastructure
- Supported and drove the global transformation program from strategic, cultural and organizational point of view
- Negotiated with the unions and workers council to drive value creation initiatives aiming to create a competitive cost structure and unleash existing growth potential
- Structural carve out of service as a third business unit form the existing two businesses Pharma and Food in the course of structural alignment initiatives
- Initiated global talent and succession program for defined key roles on CEO-1/2 level
- Conducted employee engagement survey to improve employee experience i.e. motivation and retention
Jan. 2019 - Dez. 2020
2 Jahren Pfäffikon, Schweiz
Global HR BP Metco Aero & Energy GmbH
Oerlikon Surface Solutions AG
- Repositioning of HR based on defined business strategy
- Optimization and digitalization of global HR processes based on SAP success factors
- Supported the definition of the coating service strategic growth plan leveraging companies USP of material and equipment production
- Designed and implemented a global cost efficiency and cultural transformation program to become service leader in the industry
- Organisational restructuring initiatives in material production, equipment and applications development
- Integration of friction systems business into Metco with 700 employees in India and the USA
Jan. 2016 - Dez. 2020
3 Jahren Deutschland
Consultant and Interim Manager
- Defined HR priorities and initiatives based on business strategy
- Defined HR-Dashboard to enhance managing personnel resources at recruiting, retaining and developing employees
- Developed change program in the course of securing the business
- Negotiated reconciliation of interest and social plan with works council
- Optimization of HR process landscape and digitalization of personnel file
- Focused on talent development to ensure internal succession pipeline to key roles
- Implemented collective agreement ERA
Jan. 2015 - Dez. 2017
3 Jahren Amsterdam, Niederlande
Group Director HR
VEON Ltd.
- Built consistent global HR operating model to support and develop the new digital growth model
- Facilitated global growth by introducing structural elements centre of excellence, global shared services, regional hubs and building new capabilities across all functions
- Implemented a new organizational blueprint for commercial, digital and operations and run efficiency program across all regions
- Redefined and optimize global HR processes and prepare HCM software selection
- Built a new digital hub in London sourcing more than 120 talents with scarce skills to engage in new digital products and services
- Implemented a new global leadership development program based on the newly defined values and competency framework
Jan. 2009 - Dez. 2015
6 Jahren München, Deutschland
Executive Vice President HR & Organization Development DACH
Sky Deutschland AG
- Developed HR strategy and operating model from scratch to support turnaround and business transformation back to profitable growth after 20 years of loss making
- Negotiated several compromise agreements with the works council
- Comprehensively developed the organizations design including BPR/BPO based on newly defined business model to enable growth
- Defined and ran a cultural change program to build a performance, talent and engagement focused organization
- Created flexible workforce and managed 350 freelancer in production, programming and sales
- Created employer brand to attract and build talent pipeline from external market
- Setup Sky Sports News TV channel by hiring 220 employees within 4 months
- Designed an equity based retention program for senior management
Jan. 2005 - Dez. 2010
5 Jahren Frankfurt, Deutschland
Director Human Resources & Organization Development CEE
Ferrero Deutschland GmbH
- Developed HR from a decentral function per country to a globally integrated model
- Led organizational and cultural development programs transforming the organization to an integrated global player
- Optimized and streamlined the organization in business critical functional areas (Sales, Marketing, New Product, Supply Chain, Production)
- Setup of a global Leadership development program
- Initiated a group wide foreign assignment policy
- Designed and implemented a sustainable talent management program with career path, development plans, retention and succession management
- Fostered a high-performance culture by enhancing the performance management system
- Handled complex labor relations issues corresponding to the transformation
- Built and developed a merchandiser pool of 1500 agents across the region
- Lead country/region to drive global HR process best practices across the group
- Expanded knowledge to a newly built production site in Russia
Jan. 1998 - Dez. 2006
8 Jahren Bonn, Deutschland
EVP/SVP/Director HR
T-Mobile Group
- Responsible for HR of the Austrian subsidiary and bridge-head to integrate CEE subsidiaries into the group structure
- Introduced a functional integrated organizations design for the region performing a comprehensive cultural change and cost efficiency program
- Negotiated complex reconciliation of interests and social compensation plans
- Established process harmonization along the employee life cycle for senior management of the group
- Responsible for the preparation and acquisition of the local competitor Telering
- Designed and conducted a group wide management audit for C-level-1/2
- Performed several post merger and organizational development projects for European affiliates
Jan. 1991 - Dez. 1999
9 Jahren Bonn, Deutschland
Manager/Senior Manager/Senior Consultant HR
Deutsche Telekom Group
- Setup HR competence from scratch in the course of global expansion of the group
- Defined a global going to market model together with the strategic business units
- Developed an HR process landscape to integrate existing group regulations
- Supported M&A activities from Due Diligence to Post Merger Integration
- Ran several organizations design and development projects in JVs and subsidiaries
- Defined and optimized relevant HR processes in foreign subsidiaries along employee life cycle
- Hired 700 employees starting the JV in the Philippines from scratch
- Consulted and transferred HR and organizational know-how to local management team
- Managed expat assignment and deployed experts from the group into technical divisions of the JVs
Zusammenfassung
Comprehensive leadership experience in managing and developing local as well as global teams in complex structures and dynamic industries on site and remote
Trusted sparring partner and solution provider for management and employees
Comprehensive (re-)positioning of 'HR' on the basis of defined business strategy
A profound business acumen enables to effectively manage transformations and change processes on strategic, structural and cultural level
Pursuing a broad approach on talent development and 'talent to value contribution'
Implementation of 'best-practice-solutions' based on 'employee experience'
Distinct intercultural background and inspiring communications style
Consistent utilization of digital opportunities along the employee life cycle to continuously strengthen the 'impact' of HR towards positive business outcomes
Comprehensive experience in the field of mergers & acquisitions
Sprachen
Deutsch
Muttersprache
Englisch
Verhandlungssicher
Italienisch
Verhandlungssicher
Ausbildung
Okt. 2008 - Juni 2010
Ashridge Business School
Executive Coaching and Change Management · London, Vereinigtes Königreich
Okt. 2001 - Juni 2003
WHU/Kellogg School of Management – Northwestern University
Business Administration (MBA) · Chicago, Vereinigte Staaten
Okt. 1991 - Juni 1994
Federal University of Applied Sciences
Diploma · Economics · Köln, Deutschland
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