This document outlines the responsibilities of the Human Resources Leader for the Apeldoorn Plant. The HR Leader is responsible for developing and executing HR strategy, directing HR operations, and leading and developing talent. Key responsibilities include talent management, performance management, employee development, and ensuring compliance. The HR Leader reports to the Plant Leader and European HR Leader and manages 1 direct and 1 indirect report. A minimum of 10-15 years of HR experience is required for the role.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Human Resources STARs ME Now and Next Evolution Benny Saputra HR
Presented on JAMBORE HR - Sibolangit Medan 26-27 April
Linking to various approach, also HR from the Outside In - Dave Ulrich.
Sharing 6 Competencies HR Professional and challanging in Indonesia.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Human Resources STARs ME Now and Next Evolution Benny Saputra HR
Presented on JAMBORE HR - Sibolangit Medan 26-27 April
Linking to various approach, also HR from the Outside In - Dave Ulrich.
Sharing 6 Competencies HR Professional and challanging in Indonesia.
Managers - Understanding Management (Theory and Approaches)Seta Wicaksana
Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces.
The Human Resource Business Professional
(HRBP™) is a globally relevant credential that
is designed to validate professional-level core
human resource knowledge and skills.
The credential demonstrates mastery of
generally accepted technical and operational HR
principles. Independent of geographic region,
the credential complements local HR practices.
Through demonstrated knowledge, the credential
enhances the credibility of HR professionals and
the organizations they serve.
Morgan International was the pioneer in bringing
the HRBP credential into the region. A longtime
partner of the Society for Human Resource
Management, Morgan piloted the program in
2012 and saw the first wave of professionals pass
their HRBP exam.
Hr Strategy for Startup Companies - www.gadjian.comGadjian
Human resource planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resource planning should serve as a link between human resource management and the overall strategic plan of an organization.
Created by: Afia Fitriati - Gadjian.com
The Role of the HR Professional in Creating a High-Performance OrganisationThe HR Observer
Whether you are new to the HR profession or experienced in the field, this session will provide an overview of the key responsibilities of a human resource professional. SHRM, the largest HR association in the world will provide a review of trends, useful metrics, and challenging HR issues. In addition, key business functions and strategies to drive organisational results will be highlighted. By attending this session you will be able to enhance your knowledge of the general competencies of an HR professional and describe current trends and best practices in each of the HR functions.
Robert Garcia, Director for Global Business, SHRM
“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”
Sam Walton
What makes an Exceptional HR Business Partner?Shorebird RPO
These slides compliment the webinar presented by Lindsay Hanson.
The webinar looks at global research which is conducted on an ongoing basis over the last 10 years and asks what makes an HR Business Partner exceptional.
Lindsay discusses the key findings and concepts to come out of this research and highlights areas where you can use this information to drive your career forward.
If you would like to view the full webinar, please email marketing@shorebird.com and we will happily email the recording immediately, or why not join our LinkedIn Webinar Network to access all our archives http://linkd.in/1acZPdh
The modern organization faces many HR Challenges. The business is under a pressure to deliver more with less resources to stay competitive. Human Resources is a strategic business function, but it does not focus on the critical business issues to help unblock the potential to grow.
The modern Human Resources Management function needs to provide the business with the strategic HR answers to these issues. The modern people management builds a competitive advantage as the organization can outgrow competitors, and build a comfortable market share.
The HR Leader needs to focus on key HR Management areas that will help the organization deliver better business results every day.
#HR General Vs. #HRBP and how to make the latter work for work!Abhinandan Chatterjee
Have an HRBP framework but still doing work that you used to do?
Know about HRBP but don't know how to start?
Have an HRBP framework that lacks internal buy in?
Learn to drive industry leading best practices from the horse's mouth.
Learn better #HRBP
This is the presentation designed for the guest lecturing on 'Strategic HRM' at Moray House School of Education, University of Edinburgh in Nov. 2010. The content was prepared by Bing Wu Berberich (previously known as Bing Tate).
Managers - Understanding Management (Theory and Approaches)Seta Wicaksana
Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces.
The Human Resource Business Professional
(HRBP™) is a globally relevant credential that
is designed to validate professional-level core
human resource knowledge and skills.
The credential demonstrates mastery of
generally accepted technical and operational HR
principles. Independent of geographic region,
the credential complements local HR practices.
Through demonstrated knowledge, the credential
enhances the credibility of HR professionals and
the organizations they serve.
Morgan International was the pioneer in bringing
the HRBP credential into the region. A longtime
partner of the Society for Human Resource
Management, Morgan piloted the program in
2012 and saw the first wave of professionals pass
their HRBP exam.
Hr Strategy for Startup Companies - www.gadjian.comGadjian
Human resource planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resource planning should serve as a link between human resource management and the overall strategic plan of an organization.
Created by: Afia Fitriati - Gadjian.com
The Role of the HR Professional in Creating a High-Performance OrganisationThe HR Observer
Whether you are new to the HR profession or experienced in the field, this session will provide an overview of the key responsibilities of a human resource professional. SHRM, the largest HR association in the world will provide a review of trends, useful metrics, and challenging HR issues. In addition, key business functions and strategies to drive organisational results will be highlighted. By attending this session you will be able to enhance your knowledge of the general competencies of an HR professional and describe current trends and best practices in each of the HR functions.
Robert Garcia, Director for Global Business, SHRM
“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”
Sam Walton
What makes an Exceptional HR Business Partner?Shorebird RPO
These slides compliment the webinar presented by Lindsay Hanson.
The webinar looks at global research which is conducted on an ongoing basis over the last 10 years and asks what makes an HR Business Partner exceptional.
Lindsay discusses the key findings and concepts to come out of this research and highlights areas where you can use this information to drive your career forward.
If you would like to view the full webinar, please email marketing@shorebird.com and we will happily email the recording immediately, or why not join our LinkedIn Webinar Network to access all our archives http://linkd.in/1acZPdh
The modern organization faces many HR Challenges. The business is under a pressure to deliver more with less resources to stay competitive. Human Resources is a strategic business function, but it does not focus on the critical business issues to help unblock the potential to grow.
The modern Human Resources Management function needs to provide the business with the strategic HR answers to these issues. The modern people management builds a competitive advantage as the organization can outgrow competitors, and build a comfortable market share.
The HR Leader needs to focus on key HR Management areas that will help the organization deliver better business results every day.
#HR General Vs. #HRBP and how to make the latter work for work!Abhinandan Chatterjee
Have an HRBP framework but still doing work that you used to do?
Know about HRBP but don't know how to start?
Have an HRBP framework that lacks internal buy in?
Learn to drive industry leading best practices from the horse's mouth.
Learn better #HRBP
This is the presentation designed for the guest lecturing on 'Strategic HRM' at Moray House School of Education, University of Edinburgh in Nov. 2010. The content was prepared by Bing Wu Berberich (previously known as Bing Tate).
This Raksha Bandhan Akshaya Patra gives you the opportunity to initiate the bond of love and affection by providing mid-day meals to children. It will be a gift of food and education.
Grocery Insight have developed a 6 P model to best describe discount retailing in food, how it works, why it works and how both Aldi and Lidl drive their organisation to deliver high quality, low cost products.
Hashtags are a great way to expand your reach on social media, however, most people don't understand how to use them. This presentation will help you understand how to master hashtags across social media platforms.
1. Human Resources Leader, Apeldoorn Plant
Effective Date: August 2010 Revision Date: none
Document ID: HR_APLPage 1 of 4
D
Created: August 2010
Approved:
Description:
This is a key position on the Plant Leadership Teams, responsible for managing and delivering Human Resources
strategy and tactics in order to improve business results through development and execution of all People and
Leadership processes, including: Talent Management, Performance Management, Employee Development,
Organizational Effectiveness, Labor Relations, Change Management, Diversity, Compensation and Staffing. This
position reports direct into the Plant Leader Apeldoorn and indirect into the European HR Leader.
The HR Leader has responsibility for the management of 1 direct report and 1 indirect report.
Responsibilities:
1. Developing and Executing HR Strategy
• The HR Leader will have responsibility for development and execution of the local resources
strategy, including talent acquisition, talent development, succession planning, growing our people,
performance management, compensation and benefits, and labor / employee relations.
• Facilitates the process to develop and attract the people required to execute the local strategy.
• Improves organizational results by measuring and assessing performance, diagnosing problems,
and implementing solutions.
Metrics
• Talent hired
• Unplanned turnover
• Succession Candidates
• Performance Discussions and Appraisals
• Employee Surveys
• Total Compensation Planning
2. Directing Operations
• Execute talent management strategy to include the performance management system and
assessment.
• Provide effective vision, leadership and direction to the local human resources team to ensure
they are the best in the business.
• Assist people leaders with key communications to engage employees.
• Develop a reputation and operate as a trusted advisor and business partner to the NLT members
and other people leaders, functioning as the expert on people and organizational issues.
Contribute on general business strategy discussions outside of the HR arena.
• Establishes clear “tone at that top” related to OC values, safety, business ethics and the law.
• Knows, coaches, evaluates and teaches My Leadership Accountabilities and the Owens Corning
House.
• Leads safety, quality and engagement to ensure every people leader and employee can engage
and care for others, starting with safety.
• Lead employee and labor relations to ensure consistency and compliance as required to avoid
litigation and third party intervention.
2. Human Resources Leader, Apeldoorn Plant
Effective Date: August 2010 Revision Date: none
Document ID: HR_APLPage 2 of 4
D
Created: August 2010
Approved:
• Improves organizational results by measuring and assessing performance, diagnosing
opportunities and implementing solutions.
• Ensure compliance with relevant regulations and requirements pertaining to the management HR.
Metrics
• Talent Review Process
• Talent Management
• Talent Development
• Employee Engagement Results
• Employee Relations Activities
3. Leading and Developing Talent
o Provide insight into resources and investments required to achieve the functional plans, focusing
on work design, organizational structure and people requirements
o Execute the overall OC Human Resources strategy and structure that provides the necessary
talent, skills, diversity and competencies to achieve company goals
o Develop local talent plans consistent with the evolving local operating model
o Utilize competitive intelligence and external benchmarking to identify best practices for HR
programs, policies, and practices
o Understand and respond to changing industry technology trends through strategies associated
with talent sourcing and skill development
o Orchestrate pace and process of change to maintain and enhance organizational and employee
effectiveness
o Close the gap between talent supply and talent demand through effective workforce planning
o Ensure job design where managers are developing higher value internally and utilizing external
global partners to provide the highest level of skills
o Influence leaders to develop and attract the people required to execute the local strategy
o Utilize capability modeling to identify skills needed in the future and use the information as a guide
for development
o Support leaders in effectively working with their employees to develop and measure progress
against employee development plans, including growth assignments
o Teach performance management standards and ensure they are executed and driving business
results.
o Partner in the facilitation of goal alignment and development of position descriptions to ensure
organizational focus and clear expectations of employees.
o Reinforce recognition of high performance throughout the year and reward through compensation.
Metrics
o Strategic talent plan design and execution
o Resource Allocation consistent with local strategy
o Maturity in Strategic Business Capabilities
o Progress on succession talent plan
o Rate of involuntary turnover for poor and marginal performers
3. Human Resources Leader, Apeldoorn Plant
Effective Date: August 2010 Revision Date: none
Document ID: HR_APLPage 3 of 4
D
Created: August 2010
Approved:
o Talent additions through external recruiting
o Number of turnovers of high performance and high growth talent
4. Leading the Company
• Inspires teamwork across staff functions and other groups to maximize the performance of Owens
Corning and the development of people.
• Is an effective member of the NLT.
• Is regarded by the employees as a role model for their growth, development and fair treatment.
• Communicates local strategy and performance to external customers effectively and engages
them in the vision of the business.
Metrics
• Feedback from direct reports and peers
• Feedback from employee focus groups
• Cost reduction
• Waste elimination
Accountabilities:
• Live the safety stand
• My Leadership accountabilities (Executive level)
Job Requirements
Experience:
A minimum of 10 -15 years experience in HR leadership positions in industry in an international
environment. An undergraduate degree with a HR discipline.
Change and lean management knowledge
Multinational Company experience with sophisticated control systems
Operated in an union environment
Knowledge and Skills:
1. Influencing, and negotiating skills. Has a high level of personal influencing skills that is needed to
manage the industrial relations climate and at the same time build the case for support (resources
etc) at a senior management level.
2. Communications and presentational skills. Often required to present new processes or to lead
any communication both internally and externally.
3. Organizational Capability. Knows how to build a high performing organization
4. Strong legal competence,
5. Good ability to assess people at all level of the organization,
6. Build powerful relationships and networks.
4. Human Resources Leader, Apeldoorn Plant
Effective Date: August 2010 Revision Date: none
Document ID: HR_APLPage 4 of 4
D
Created: August 2010
Approved:
7. Ability to give feedback and to take decision,
8. Interest in business
Abilities and Personal Characteristics:
1. Drive for results. Action oriented, enthusiastic individual who seeks to achieve results with speed.
2. Trustworthiness. Must have a high degree of integrity in order to meet company standards and
values such that the individual is highly respected by his employees. Seen as a good listener.
3. Change agent. Dissatisfaction with the status quo, constantly challenges himself and his team to
raise the bar on performance.
4. Customer orientation. Has the ability to create valued HR processes to better meet the business
needs,
5. Intellect. Bright individual who can work with a variety of complex situations that require both a
short and longer term focus.
6. Conflict and stress management. Thrives on pressure and able to maintain composure in various
conflict situations.
7. Able to advise pears on legal subjects.