Norbert Kireth
Interim Senior Manager HR
Experience
Sep 2024 - Present
11 months Oberding, Germany
Interim Senior Manager HR
Lear Corporation
- Restructuring at German tech sites
- Negotiating with works council (GBR) and local employee councils
- Site relocations in production and engineering based on footprint optimization following the best-cost-country approach
- Change management in the context of restructuring and site relocations
- Optimizing selective HR processes (recruiting/onboarding) as part of the 'employee experience'
- Coaching and developing the local HR teams
- Initiated leadership development program as part of culture development
Jan 2021 - Apr 2024
2 years 4 months Hamburg, Germany
Interims Group HR People & Culture
Sovereign Speed GmbH
- Strategic reorientation of the entire HR division
- Optimizing all HR processes as part of the 'employee experience'
- Time tracking and payroll optimized/digitized and transferred to a new provider
- Job evaluation carried out, compensation policy including salary bands defined by location domestically and abroad
- Developed strategic workforce planning tool and implemented it as part of budget/mid-term planning
- Developed and implemented performance management process based on an annual employee review
- Developed leadership principles, guidelines, and competency model and implemented training concept for all leaders
- Developed employer brand and communicated it internally/externally
Jan 2020 - Dec 2021
1 year Waiblingen, Germany
Interims Group VP HR
Syntegon Technology GmbH
- Developed and implemented a 'Global Operating Model HR' introducing shared services and a global HCM infrastructure
- Provided HR support for the global transformation process strategically, structurally, and culturally
- Negotiated reconciliation of interests and social plan under the so-called 'Value Creation Programmes' to create competitive cost structures and unlock new growth potentials
- Created competitive organizational structures, e.g., spin-off of service business from existing Food and Pharma divisions
- Initiated and conducted succession process for group-relevant key positions at GF, VP, and MD levels
Jan 2019 - Dec 2020
2 years Freienbach, Switzerland
Interims Global HR BP Metco
Oerlikon Surface Solutions AG
- Repositioned HR within the defined business strategy
- Digitalized and optimized global HR processes with 'SuccessFactors'
- Supported definition of strategic direction in the service business along with a 24-month growth plan
- Designed and implemented cultural transformation towards becoming the service leader of the industry
- New setup and restructuring of powder manufacturing, plant engineering and application development divisions
- Integration of the 'Friction Systems' division with 700 employees into the subgroup and further acquisitions in the coating service area in India and the USA
- Implemented group-wide program for efficiency enhancement and cost reduction
Jan 2016 - Dec 2020
3 years Garching, Germany
Berater und HR Interimsmanager
BMW AG
- Adjusted HR priorities based on business strategy
- Established an HR dashboard to steer personnel more precisely and recruit, develop, and qualify more efficiently
- Developed change architecture for turnaround of business divisions and return to profitable growth
- Negotiated reconciliations of interests and social plans with the works council
- Optimized personnel department workflows and introduced digital processes
- Focused on talent development for successful filling of key positions
- Introduced ERA in the collective bargaining area
Jan 2016 - Dec 2020
3 years Reutlingen, Germany
Berater und HR Interimsmanager
Holy AG
- Adjusted HR priorities based on business strategy
- Established an HR dashboard to steer personnel more precisely and recruit, develop, and qualify more efficiently
- Developed change architecture for turnaround of business divisions and return to profitable growth
- Negotiated reconciliations of interests and social plans with the works council
- Optimized personnel department workflows and introduced digital processes
- Focused on talent development for successful filling of key positions
- Introduced ERA in the collective bargaining area
Jan 2016 - Dec 2020
3 years Rosenheim, Germany
Berater und HR Interimsmanager
Kathrein-Werke KG
- Adjusted HR priorities based on business strategy
- Established an HR dashboard to steer personnel more precisely and recruit, develop, and qualify more efficiently
- Developed change architecture for turnaround of business divisions and return to profitable growth
- Negotiated reconciliations of interests and social plans with the works council
- Optimized personnel department workflows and introduced digital processes
- Focused on talent development for successful filling of key positions
- Introduced ERA in the collective bargaining area
Jan 2016 - Dec 2020
3 years Wolfsburg, Germany
Berater und HR Interimsmanager
VW AG
- Adjusted HR priorities based on business strategy
- Established an HR dashboard to steer personnel more precisely and recruit, develop, and qualify more efficiently
- Developed change architecture for turnaround of business divisions and return to profitable growth
- Negotiated reconciliations of interests and social plans with the works council
- Optimized personnel department workflows and introduced digital processes
- Focused on talent development for successful filling of key positions
- Introduced ERA in the collective bargaining area
Jan 2015 - Dec 2017
3 years Amsterdam, Netherlands
Group Director HR
VEON Ltd. (former Vimpelcom Ltd.)
- Developed a personnel policy transformation model from a traditional to a digital operator model with LBS and IoT solutions
- Set up and implemented organizational elements of shared services, regional hubs, and centers of excellence in the three world regions
- Optimized global HR processes
- Selection process and preparatory measures for introduction of a global HCM software
- Established a digital hub in London with a total of 120 employees across all relevant digital job profiles
- Group-wide planning and implementation of a global headcount reduction program
- Introduced a global competency framework and a corresponding leadership development program
Jan 2009 - Dec 2015
6 years Munich, Germany
Executive Vice President HR & Organization Development
Sky Deutschland AG
- Developed HR strategy for successful business development
- Renegotiated necessary company agreements
- Culture development program within the realignment of the business model
- Increased efficiency through organizational changes including process optimization and outsourcing of tasks and operational units
- Flexible staffing and management of around 350 freelancers in production, programming, and sales
- Established strategic workforce planning
- Developed a relevant employer brand to enhance employer attractiveness after rebranding
- Set up the Sky Sports News TV channel with a total of 220 employees in 12 different job profiles
- Introduced long-term share-based compensation components for senior management
Jan 2005 - Dec 2010
5 years Frankfurt, Germany
Director Human Resources & Organization
Ferrero Deutschland GmbH
- Group-wide harmonization of HR processes
- Supported organizational and cultural transformation towards a functionally integrated confectionery manufacturer with global matrix structures
- Designed and implemented a leadership development program
- Initiated group-wide assignment policy
- Talent development with definition of career paths and individual development plans for core functional areas Marketing & Sales
- Further developed a performance-oriented culture within the PMS
- Established and expanded a merchandiser pool of approx. 1500 agency workers
- Involved in closure of two production sites in Italy and Belgium
- Supported HR side setup of a new production facility in Russia
Jan 1998 - Dec 2006
8 years Bonn, Germany
EVP/SVP/Director HR (Member of the Executive Management)
T-Mobile Group
- Responsible for HR activities in the Austrian subsidiary and bridgehead for integration of Eastern European companies
- Introduced a functional matrix structure and restructuring as part of integration into the group with significant workforce reductions to increase efficiency
- Negotiated reconciliation of interests and social plan with the works council
- Harmonized processes in the 'employee life cycle' for senior management in CEE with group guidelines
- Responsible for preparation and takeover of competitor 'Telering' in all HR-related matters
- Managed a group-wide management audit
- Conducted organizational development projects and negotiated SLAs
Jan 1991 - Dec 1999
9 years Bonn, Germany
Manager/Senior Manager/Senior Consultant HR
Deutsche Telekom Group
- Developed HR expertise regarding the group's global expansion
- Defined an international business model and service portfolio in collaboration with strategic corporate business units
- Developed a process manual for international market entry strategies
- Supported M&A activities in due diligence for personnel and market
- Developed organizational structure and processes for joint venture companies
- Developed and introduced HR policy instruments (guidelines) and governance structures
- Introduced or optimized relevant HR processes such as hiring, compensation, leave, time, etc.
- Hired 700 employees in the first twelve months after founding the company in the Philippines
- Advised and transferred know-how to the local management team
- Managed personnel deployment in technical areas of the JV companies
Summary
- Leadership: Many years of leadership experience in developing and steering local/global teams in complex and agile structures on-site and virtually
- Coaching/Mentoring: Contact person and coach to the executive board, managers and employees of corporate divisions on all personnel policy issues
- Strategy: Comprehensive (re)positioning of 'HR' within the defined business strategy
- Change Management: A profound understanding of the business enables targeted personnel management of transformation and change processes
- Talent-Management/-Development: Comprehensive approach to talent development and 'Talent to Value Contribution'
- HR Excellence: Implementing 'best practice solutions' based on the 'employee experience'
- Internationality: Strong intercultural competence and communication skills with experience in a global context
- Digitization: Modernization through consistent use of digital possibilities to continuously develop the 'HR impact'
- M&A: Extensive experience in corporate sales, mergers and acquisitions
Languages
German
Native
English
Advanced
Italian
Advanced
Education
Oct 2001 - Jun 2003
WHU/Kellogg School Of Management – Northwestern University
Master degree in Business Administration · Business Administration · Chicago, United States
Oct 1991 - Jun 1994
Fachhochschule Köln
Diploma in Business Administration · Economics · Cologne, Germany
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