Mauro Calcano profile

643 views

Published on

Published in: Business, Education
  • Be the first to comment

  • Be the first to like this

Mauro Calcano profile

  1. 1. About MAC Calcano... <ul><li>I believe that lasting organizational change only happens with and through Talent. </li></ul>Talent Acquisition is a Journey of Personal Accountability & Development Open & Honest Communication High Energy & Results Oriented Process Talent Driven & Consensus Focused Strategic Partnering
  2. 2. <ul><li>I </li></ul>Career Transition –Mauro (MAC) Calcano I was recruited to Timex by the new CEO specifically to drive organizational change through talent acquisition and management development in this mature business. With the goal of broadening the talent pool for better market reach and appeal of the Timex brand, I led the HR effort to break down the existing (and quite rigid) “ silo structure,” which made it difficult to shift talent resources quickly and pursue a truly integrated, multi-market business strategy. I moved on after three changes of CEO. At Goya Foods, I was recruited to play key leadership role in spearheading the talent Acquisition from direct regional distributor to national Big Box Marketer in order to intensify Goya’s mass channel sales with key focus upon Wal*Mart food distribution. Two family Board Members, strongly opposing new mass channel/Wal*Mart initiative, wrestled control of the company from the CEO & COO were ousted, subsequently brought about my departure and that of other senior team members. At Sara Lee International in London from 1995 to 2000, I built teams located in-country across the globe in a complex marketing and multi-level sales and distribution Organization. After completing a 5 year expatriate assignment, in 2000 I was promoted to return to the USA to integrate and build a new teams for newly acquired companies (Chock Full of Nuts and Nestle coffee brands). Despite considerable success in capturing market share, Corporate eventually decided to exit the roasted coffee business. At Marriott, I transitioned after the In–flight food service business was acquired by CaterAir/ Lufthansa in 1995 and was offered a position as the head of HR for .the Varig food customer service in Sao Paolo, Brasil. I preferred to move to London with Sara Lee International. After my expatriate assignment in 1992 with Chiquita Bananas Operations in San Jose, Costa Rica was terminated due to budgetary reasons, I returned to the USA and joined Marriott. Previously I had an 8 year career path in the pharmaceutical industry with Merck and Beecham and previously to returning to the USA after university, (B.A> George Washington University Public & International Affairs) I was a Director of Human Resources for General Foods in Caracas, Venezuela. Educated in the American schools in the oilfield of Venezuela – fluent in Spanish and English
  3. 3. Talent Sourcing Alignment & Direction Core Beliefs Personal Accountability Talent Identification Results Orientation Consensus Building Team Focus Competency 20 years in leadership position Formative years Big Pharma HR Operation Management Senior level staffing experience Multi-company HR practice Shared Values Focus on Mission Value Management Performance & Execution What gets measured gets done Culture Shift & Change Process Talented People Organizational Effectiveness Make Change Happen Talent On-Boarding Who am I? How will I succeed? Business & HR Alignment Process Strategic Partnerships Sourcing Functional Excellence Engagement & Recognition Drive for Results Define Success Criteria Create Talent Mind-set Develop Competencies Reward behavior
  4. 4. Provide Sourcing Solutions <ul><li>Focus on Talent Acquisition and Retention Management </li></ul><ul><li>Bottom Line – work with functional leadership on staffing resources and retention plans to ensure the best talent, in the right numbers, from the right sources are attracted, acquired and inspired and managed to perform. </li></ul><ul><li>Having a Sixth sense of what is going in – assist with “knowledge base&quot; of were to find high caliber talent. </li></ul><ul><li>Ensure that there is a user-friendly, high quality staffing plans and application which are executed well and impact productivity and long term attrition. </li></ul><ul><li>Ensure Rapid Ramp Up! – Expedite time to productivity and deliverables. </li></ul><ul><li>Assess Organization </li></ul><ul><li>One of my HR deliverables is to help others think through organization issues structure, design by using process mapping to identify talent (i.e. what is going well and what needs to be improved.) What is value added – then MAKE IT HAPPEN to deliver best service within budget restrictions. </li></ul><ul><li>Proactively identifies staffing issues, concerns and trends and changes in work process (or perceived) and tactical condition. </li></ul><ul><li>What are the dissatisfiers or needs that could drive talent unrest or effect productivity. </li></ul><ul><li>Manage staffing plans in accordance with initiatives, action plans or change in business. </li></ul><ul><li>Work with functional leaders to ensure that organization design and structures evolve to meet the growth needs of the business. </li></ul><ul><li>Staffing Services and Partnership </li></ul><ul><li>Provide transactional staffing service, communication expertise as the Talent liaison. </li></ul><ul><li>Coordinate with and draw upon the partners to ensure future needs are met. </li></ul><ul><li>Continually drive staffing process improvement with partners. </li></ul><ul><li>Work with peers and managers to identify and address root cause on talent issues. </li></ul><ul><li>Lead and participate in HR functional and cross-functional projects, as appropriate. </li></ul><ul><li>Facilitates and coach on talent issues with management. </li></ul>
  5. 5. My Sourcing Philosophy & HR Leadership Style. . . <ul><li>I believe the people experience is everything and the power of scale and speed of involvement gets people excited, when they sense a compelling vision and personal upside. </li></ul><ul><li>I have a grow and excel attitude about the HR business. </li></ul><ul><li>I get my energy from the belief that winning begets winning . </li></ul><ul><li>I am frank, decisive, have an open door (and mentality approach). I prefer not to deal in politics but savvy enough to know to know how and when to act. </li></ul><ul><li>I believe in the importance of communication, delivering on the business strategy, managing goal and objectives once formulated with stakeholders on a daily basis. </li></ul><ul><li>What gets measured gets done. </li></ul><ul><li>Leadership to me is personal. </li></ul><ul><li>My career choices reflects my commitment to understand, energize and acquire talented people, helping them to grow and to achieve and perform. </li></ul><ul><li>Talent gets their energy from exciting and stretch goals, by the opportunity to contribute, and to make a difference as a part of a winning team . </li></ul>

×