DRH internationale

Depuis 2018, je mène des missions de consultante RH ou d'intérim.

C'est ainsi que j'ai mené

- projets D&I pour Heidrick & Struggles

- mise en place d'un schéma directeur pour la gestion des talents cadres supérieurs pour EuropCar

- Refonte de la fonction RH EMEA de Kantar Media

Kantar Media est la division "production de données de consommation media" du groupe Kantar. Cette division recouvre un périmètre de 6000 employés répartis dans 32 pays couvrant l'Europe, l'Asie et les Amériques. Embauchée en intérim comme DRH EMEA, j'ai été promue et embauchée dès Janvier 2019 comme CHRO, membre du comité RH groupe et membre du comité de direction de la division.

Il m'a aussi été demandé de prendre la responsabilité des équipes RH de toutes les divisions de Kantar LATAM et de remettre sur pied le back office (Paie, SIRH, avantages sociaux et organisation des équipes) à la suite d'importants problèmes de compliance.

Mon action pour KM a porté sur

- la transformation digitale

- l'accompagnement RH monde d'un projet de réorganisation de l'ensemble du business par le cabinet Alix Partners avec des objectifs de developpement commercial (nouvelle Organisation et nouveaux profils), d'acquisition de business, de restructuration d'entités pour améliorer la compétitivité et le profit (nearshoring des activités informatiques vers la Colombie, la Pologne et l'Inde)

- transformation culturelle de l'entreprise suite à l'achat de Kantar par Bain Capital (definition de nouvelles compétences appliquées à tous les aspects de l'acquisition et gestion des talents et mise en place de nouveaux bonus)

- vente de la sous-division "Reputation Intelligence"

- participation à la définition de programmes RH groupe et de leur déploiement au sein de la division

(U.K)

Leading executive search consultancy - US - listed group, $600M in revenue, 1500 staff in 32 countries

Transformation of the HR function into a strategic partner to the business :

• Creation of an internal talent acquisition function for partners and non-consultants ; analytics ; compensation review ; and analysis in the region, resulting in a general upgrade of team profiles consultants mentoring and coaching), and Succession Planning
• Design and roll-out a three-year HR Europe plan Advisory consulting (a Talent integrated solution offering with Search, Leadership Consulting and Culture ) and the rebuilding of H&S' footprint in the region through organic growth and acquisitions.
• Creation of a new on-boarding programme to support this; the launch of a graduate programme; the roll-out of developmental activities; and a new compensation scheme to align the organisation to the new culture.
• Introduction of a performance-driven culture through measurement and redefinition of the annual process, individual performance improvement plans, business development training for consultants and coaching.
• Co-Driving of the Diversity & Inclusion (D&I) agenda worldwide (Women, LGBT, Disability and Ethnicity); set-up of regional diversity councils APAC (Asia-Pacific); work on qualitative and quantitative Exit Interviews at time of departure and six months after departure (worlwide consultancy specialised in gender), P4P (pledge for gender parity), Talking Talent

France

HR Strategy Consulting firm (www.misceo.fr)

France

The Advertising network of Publicis Group (listed at the CAC 40)

10 000 employees in 80 countries and 200 agencies and of regional HR Directors and teams

• Creation of the HR function anew (both at central and regional levels - no HR function prior to my hiring) with key role as change agent to secure the buy-in of the Worldwide Executive Committee members and key heads of business units
• Management of a WW Change Programme, facilitating the alignment of the organisation to the brand values and to the new digital strategy: 30% digital, top 5 creative agency and choice of next generation of employees
• Promotion of Learning as a key element to drive change via:
• The development 'ex nihilo" of an online university (5 key faculties headed by an internal dean:
• Digital, Creative, and CFOs
• Facilitation of the concept of one network via frameworks) a talent management platform including employee evaluation, compensation, and training; measurement through engagement surveys, exit interviews and dashboards) worldwide alignment of senior management contracts and remuneration packages
• Introduction of digital in the HR function and processes to further convey the digital transformation of the company through the company's key theme "Contagious Ideas that change the conversation", for example: "Contagious" University and podcasts for key functions programme
• Engagement Survey results on line

(U.K)

• Branding consultancy - part of Young & Rubicam & WPP
• Creation of the HR function, structure and culture in EMEA as there was no HR function before then, by developing HR strategy and policies in line with the strategic plan.
• Direct contribution to the set-up of offices (Geneva, Hamburg & Dubai). Involvement in all senior hires across Europe & Middle-East Services)
• Development of a talent culture with mobility, learning and succession planning

• 1998 –07 Human Resources Director EMEA (Europe, Middle-East and Africa)

  2002 –07 Combined HRD Emea and Global Organisation & Development and Learning Director

(France)

World-leading music publisher

* 350 staff in 2 locations (head office, distribution centre and a decentralised sales force). Team of 4.
* Board member position
Conducted and monitored a full internal change management program; 2 major Reductions In Force (RIF) including the closing of the distribution centre and the reshaping of the entire board of directors ; and managed employee relations in a context of regular downsizing

4th largest FRench insurance company (part of Groupama)

In charge of developing the concept of decentralised HR departments to be closer to the internal clients. The project was accepted and was piloted with success with the combined "Life insurance" and "IT" division and subsequently rolled out to 9 other divisions.

• Responsible for training all future HR managers and teams then dispatched to the newly created HR department.
• As HR manager, responsible for operational HR activities and employee relations
• Managed a staff of 4 Personnel Officers, 1 Training Manager and 1 Training Coordinator.

(France)

Micro-Computer manufacturer, later acquired by EMC2

Reported to the Human Resources Director Europe (hire, performance management, salary increases, bonus payments, exit process and mobility) particular automation of the exit interview process, running the annual surveys (from data collection to feedback sessions), rolling-out of Corporate programmes and participation in the collection of data for the compensation survey.