Head of Service On Campus

• Responsibility for 35 locations in terms of university administration and service.
• Responsibility for the Net Promoter Score of all On Campus products.
• Increased NPS by a factor of three and improved participation rate by a factor of four in six months.
• Leading a team of 24 employees.
• Development of the strategic alignment and harmonization of operational procedures in the areas of Student Services and Examination Office according to OKR.
• Liaising with the academic sector and other service units within the group.
• Hiring of team and administration managers in the area of university administration.
• Creating a digitalization roadmap along the student journey with the goals of customer centricity and reducing complexity.
• FTE planning with sales area management according to the digitalization strategy in university administration.

Projects with clients:

German school abroad in Portugal:

• Strategic alignment of all HR activities with the board and management.
• Definition and design of job descriptions.
• Optimization of the professional development offering and support of the training coordinator in developing the training strategy.
• Implementation of an employee self-service portal.
• Launch of an applicant management system.
• Development of a KPI dashboard for the board and management.

Hospital in Germany:

• Providing guidance and consulting services to HR staff.
• Development of an employer brand (partially implemented).

Private company in Germany:

• Consulting the HR department on various HR development topics.

• Management responsibility for seven employees.
• Strategic orientation of HR development and optimization of training programs for German Stainless Steel Works.
• Acquisition of new customers resulting in a 30% increase in participants within two years.
• Planning and designing demand-oriented training measures to offer tailor-made programs, significantly improving average customer satisfaction from 2.4 in 2016 to 1.5 in 2019 (measured in school grades).
• Concept design for leadership development programs for German-speaking business units of the Schmolz+Bickenbach Group, creating consistent leadership skills.
• Introduction of knowledge transfer projects ensuring know-how within the customer companies and reducing initial training periods for new employees in technical areas by about one third.
• Structured onboarding plans shortening the induction period for commercial employees in the sales department by four months.
• Design and implementation of workshops and larger events to actively integrate sales interfaces, increasing employee satisfaction.
• Contract negotiations with existing and new customers and trainers for optimized costs.
• Further development of training monitoring and monthly reporting.
• Various project management and cooperation focusing on customer satisfaction and international sales training.

Focus on HR Development & Recruiting (2012-09-01 to 2016-09-30):

• Strategic alignment and implementation of HR development activities.
• Trainer selection and negotiation of conditions.
• Selection and supervision of vocational trainees in administrative fields.
• Application for funds in the field of general medicine (GP doctors).
• Event management and congress organization.
• Various project leads and cooperation to optimize patient and employee satisfaction.

Focus on HR Controlling & Schedule Administration (2009-05-01 to 2012-10-31):

• Development of an HR KPI system including monthly reporting.
• Development and creation of new time models.
• Import of monthly data into the payroll system.
• Preparation of HR-related annual financial closing tasks.