Norbert Kireth

Interim Senior Manager HR

Krailling, Germany

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