Norbert Kireth - Interim Senior Manager HR

Recommended expert

Krailling, Germany

Experience

Sep 2024 - Present

1 year 5 months

Oberding, Germany

Interim Senior Manager HR

Lear Corporation

Restructuring at the German tech sites
Negotiating with the general works council and local works councils
Site relocations in production and engineering based on footprint optimization following the best-cost-country approach
Change management as part of restructuring and site relocations
Optimizing selected HR processes (recruiting/onboarding) within the employee experience
Coaching and developing local HR teams
Initiated a leadership development program as part of culture development

Jan 2022 - Apr 2024

2 years 4 months

Hamburg, Germany

Interim Group HR People & Culture

Sovereign Speed GmbH

Strategically realigned the entire HR function
Optimized all HR processes within the employee experience
Optimized and digitized time tracking and payroll, and migrated to a new provider
Conducted job evaluation and defined compensation policy and salary bands by location domestically and internationally
Developed a strategic workforce planning tool and implemented it as part of budget and mid-term planning
Designed and implemented a performance management process based on an annual employee review
Developed leadership vision, guidelines, and competence model, and rolled out a training concept for all leaders
Developed the employer brand and communicated it internally and externally

Jan 2021 - Dec 2021

1 year

Waiblingen, Germany

Interim Group VP HR

Syntegon Technology GmbH

Developed and implemented a global HR operating model introducing shared services and a global HCM infrastructure
Supported the global transformation process from an HR perspective strategically, structurally, and culturally
Negotiated interest alignment and social plans as part of value creation programs to establish competitive cost structures and unlock new growth potentials
Created competitive organizational structures, e.g., by spinning off the service business from the food and pharma divisions
Initiated and led a succession process for group-related key positions at management, VP, and MD levels

Jan 2019 - Dec 2020

2 years

Pfäffikon, Switzerland

Interim Global HR Business Partner Metco

Oerlikon Surface Solutions AG

Repositioned HR within the defined business strategy
Digitalized and optimized global HR processes with SuccessFactors
Supported defining the strategic direction of the service business along with a 24-month growth plan
Designed and executed the cultural transformation toward becoming the industry service leader
Restructured or realigned the powder manufacturing, equipment engineering, and application development divisions
Integrated the Friction Systems division with 700 employees into the subgroup and managed further acquisitions in the coating service sector in India and the USA
Rolled out a group-wide program to boost efficiency and reduce costs

Jan 2017 - Dec 2019

3 years

Garching, Germany

Consultant and HR Interim Manager

BMW AG

Adjusted HR priorities based on the business strategy
Built an HR dashboard to effectively manage staffing, efficient recruiting, development, and training
Developed the change architecture for restructuring business units and returning to profitable growth
Negotiated interest alignment and social plans with the works council
Optimized HR department processes and introduced digital workflows
Focused on talent development to successfully fill key positions
Implemented the ERA pay system under the collective agreement

Jan 2017 - Dec 2019

3 years

Reutlingen, Germany

Consultant and HR Interim Manager

Holy AG

Adjusting HR priorities based on business strategy
Building an HR dashboard for targeted management of personnel, efficient recruiting, development, and training
Developing change architecture for the restructuring of business units and return to profitable growth
Negotiating interest reconciliation agreements and social plans with the works council
Optimizing HR department processes and introducing digital procedures
Focusing on talent development for successful filling of key positions
Introducing the ERA pay scale in the collective bargaining area

Jan 2017 - Dec 2019

3 years

Rosenheim, Germany

Consultant and HR Interim Manager

Kathrein-Werke KG

Adjusting HR priorities based on business strategy
Building an HR dashboard for targeted management of personnel, efficient recruiting, development, and training
Developing change architecture for the restructuring of business units and return to profitable growth
Negotiating interest reconciliation agreements and social plans with the works council
Optimizing HR department processes and introducing digital procedures
Focusing on talent development for successful filling of key positions
Introducing the ERA pay scale in the collective bargaining area

Jan 2017 - Dec 2019

3 years

Wolfsburg, Germany

Consultant and HR Interim Manager

Volkswagen AG

Adjusting HR priorities based on business strategy
Building an HR dashboard for targeted management of personnel, efficient recruiting, development, and training
Developing change architecture for the restructuring of business units and return to profitable growth
Negotiating interest reconciliation agreements and social plans with the works council
Optimizing HR department processes and introducing digital procedures
Focusing on talent development for successful filling of key positions
Introducing the ERA pay scale in the collective bargaining area

Jan 2015 - Dec 2017

3 years

Amsterdam, Netherlands

Group Director HR

VEON Ltd.

Developing a transformation model from a traditional to a digital operator model with LBS and IoT solutions
Setting up and implementing organizational elements: shared services, regional hub, and center of excellence across three world regions
Optimizing global HR processes
Managing the selection process and preparatory measures for the introduction of a global HCM software
Establishing a digital hub in London with 120 employees in relevant digital roles
Planning and implementing a global workforce reduction program
Introducing a global competency framework and a related leadership development program

Jan 2010 - Dec 2015

6 years

Munich, Germany

Executive Vice President HR & Organization Development

Sky Deutschland AG

Developing the HR strategy for successful business growth
Renegotiating necessary company agreements
Implementing a culture development program as part of the business model realignment
Increasing efficiency through organizational changes, process optimization, and outsourcing of tasks and operations
Increasing workforce flexibility and managing around 350 contractors in production, programming, and sales
Establishing strategic workforce planning
Developing a relevant employer brand to increase attractiveness after rebranding
Launching the Sky Sports News TV channel with 220 employees across 12 roles
Introducing long-term equity-based compensation components for senior management

Jan 2006 - Dec 2010

5 years

Frankfurt, Germany

Director Human Resources & Organization

Ferrero Deutschland GmbH

Group-wide harmonization of HR processes
Supporting the organizational and cultural transformation into a functionally integrated confectionery manufacturer with global matrix structures
Design and implementation of a leadership development program
Initiation of a group-wide assignment policy
Talent development including definition of career paths and individual development plans for marketing and sales
Further development of a performance-oriented culture within the performance management system
Building and developing a merchandiser pool of about 1,500 agency workers
Participation in the closure of production sites in Italy and Belgium
Support in the HR setup of a new production plant in Russia

Jan 1999 - Dec 2006

8 years

Bonn, Germany

EVP/SVP/Director HR

T-Mobile Group

Responsible for HR in the Austrian subsidiary and as a bridgehead for integrating Eastern European entities
Introduction of a functional matrix structure and restructuring as part of group integration with significant staff reductions
Negotiation of reconciliation of interests and social plan with the works council
Harmonization of processes in the employee life cycle for senior management in CEE according to corporate guidelines
Preparation and takeover of competitor Telering on HR-related issues
Management of a group-wide management audit
Implementation of organizational development projects and negotiation of SLAs

Jan 1991 - Dec 1999

9 years

Kuala Lumpur, Malaysia

Manager/Senior Manager/Senior Consultant HR

Deutsche Telekom Group

Building HR expertise for the group's global expansion
Defining an international business model and service portfolio together with strategic corporate business units
Developing a process handbook for international market entry strategies
Support for M&A activities in HR and market due diligence
Development of organizational structures and processes for joint venture companies
Development and implementation of HR policies (guidelines) and governance structures
Introduction and optimization of HR processes such as recruitment, compensation, leave, time management, etc.
Recruitment of 700 employees in the first twelve months after the company's founding in the Philippines
Advising and transferring know-how to the local management team
Managing staff deployment in technical areas of the JV companies

Skills

Leadership: Many Years Of Experience Developing And Leading Local And Global Teams In Complex And Agile Settings, Both In Person And Virtually
Coaching/mentoring: Point Of Contact And Coach For Executives, Managers, And Employees Across Business Units In All Hr-related Matters
Strategy: Comprehensive (Re)positioning Of Hr Within The Defined Business Strategy
Change Management: A Deep Understanding Of The Business Enables Targeted Hr-driven Guidance Of Transformation And Change Processes
Talent Management/development: A Comprehensive Approach To Talent Development And Turning Talent Into Value Contribution
Hr Excellence: Implementing Best Practice Solutions Based On Employee Experience
International Experience: Strong Intercultural Competence And Communication Skills With Experience In A Global Context
Digitalization: Modernizing By Fully Leveraging Digital Opportunities To Continuously Strengthen Hr's Impact
M&a: Extensive Experience In Company Divestitures, Mergers, And Acquisitions