Norbert Kireth
Interim Senior Manager Hr
Experience
Sep 2024 - Present
6 months Oberding, Germany
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 years 4 months Hamburg, Germany
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 - Dec 2021
1 year Waiblingen, Germany
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 - Dec 2020
2 years Pfäffikon, Switzerland
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 - Dec 2020
3 years Germany
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 - Dec 2017
3 years Amsterdam, Netherlands
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 - Dec 2015
6 years Munich, Germany
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 - Dec 2010
5 years Frankfurt, Germany
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 - Dec 2006
8 years Bonn, Germany
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 - Dec 1999
9 years Bonn, Germany
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
Summary
- 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
Languages
German
Native
English
Advanced
Italian
Advanced
Education
Oct 2008 - Jun 2010
Ashridge Business School
Executive Coaching and Change Management · London, United Kingdom
Oct 2001 - Jun 2003
WHU/Kellogg School of Management – Northwestern University
Business Administration (MBA) · Chicago, United States
Oct 1991 - Jun 1994