An experienced HR leader focused on individual and organizational development. View issues and opportunities systemically to drive meaningful and sustainable change
Seasoned Human Resource Practitioner from XLRI having 17 years of experience in Human Resource and talent management, has worked in global organizations and in global roles that have helped to hone up his relationship and cross-cultural skills. His ability to understand the business has helped him to align the people strategies of the businesses to its ever-evolving needs. He has been able to decode the secret recipe for being a “Great Place to Work” and has helped his organization to be in the league of select few. His ability to attract the right talent has helped him to build organizations that are competitive and agile. His ability to think strategically on current and future talent issues
Human Resource Generalist with Post Graduation Diploma in Human Resource Management and MBA [Finance [Major], Marketing [Minor]] with 8 years
of experience seeking assignments in Human Resource with an organization of high repute.
Seasoned Human Resource Practitioner from XLRI having 17 years of experience in Human Resource and talent management, has worked in global organizations and in global roles that have helped to hone up his relationship and cross-cultural skills. His ability to understand the business has helped him to align the people strategies of the businesses to its ever-evolving needs. He has been able to decode the secret recipe for being a “Great Place to Work” and has helped his organization to be in the league of select few. His ability to attract the right talent has helped him to build organizations that are competitive and agile. His ability to think strategically on current and future talent issues
Human Resource Generalist with Post Graduation Diploma in Human Resource Management and MBA [Finance [Major], Marketing [Minor]] with 8 years
of experience seeking assignments in Human Resource with an organization of high repute.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.
Srategic HR Director with 11 Years of experience in UAE, Two Masters degree in Strategic Human Resources Management, Trilingual ( Arabic, English & French)
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.
Srategic HR Director with 11 Years of experience in UAE, Two Masters degree in Strategic Human Resources Management, Trilingual ( Arabic, English & French)
The Mindset Group enables organisations to execute their business strategy through three key areas of:
* transformation
* talent services
* technology for HR
Transformation - aligns business, people and process strategies to drive and sustain a change in the organisation's mindset.
Talent - secures an organisation's capabilities to ensure they have the correct skill sets now and in the future.
Technology - drives the engagement of the workforce by implementing a tool set(s) for improved capability and increased engagement.
J.V.M.S is a management consulting firm that believes in utilizing the best industry practices for the development of world-class organizations that make the most of their resources, competency and skill force.
A "File Trademark" is a legal term referring to the registration of a unique symbol, logo, or name used to identify and distinguish products or services. This process provides legal protection, granting exclusive rights to the trademark owner, and helps prevent unauthorized use by competitors.
Visit Now: https://www.tumblr.com/trademark-quick/751620857551634432/ensure-legal-protection-file-your-trademark-with?source=share
How to Obtain Permanent Residency in the NetherlandsBridgeWest.eu
You can rely on our assistance if you are ready to apply for permanent residency. Find out more at: https://immigration-netherlands.com/obtain-a-permanent-residence-permit-in-the-netherlands/.
In 2020, the Ministry of Home Affairs established a committee led by Prof. (Dr.) Ranbir Singh, former Vice Chancellor of National Law University (NLU), Delhi. This committee was tasked with reviewing the three codes of criminal law. The primary objective of the committee was to propose comprehensive reforms to the country’s criminal laws in a manner that is both principled and effective.
The committee’s focus was on ensuring the safety and security of individuals, communities, and the nation as a whole. Throughout its deliberations, the committee aimed to uphold constitutional values such as justice, dignity, and the intrinsic value of each individual. Their goal was to recommend amendments to the criminal laws that align with these values and priorities.
Subsequently, in February, the committee successfully submitted its recommendations regarding amendments to the criminal law. These recommendations are intended to serve as a foundation for enhancing the current legal framework, promoting safety and security, and upholding the constitutional principles of justice, dignity, and the inherent worth of every individual.
Military Commissions details LtCol Thomas Jasper as Detailed Defense CounselThomas (Tom) Jasper
Military Commissions Trial Judiciary, Guantanamo Bay, Cuba. Notice of the Chief Defense Counsel's detailing of LtCol Thomas F. Jasper, Jr. USMC, as Detailed Defense Counsel for Abd Al Hadi Al-Iraqi on 6 August 2014 in the case of United States v. Hadi al Iraqi (10026)
Car Accident Injury Do I Have a Case....Knowyourright
Every year, thousands of Minnesotans are injured in car accidents. These injuries can be severe – even life-changing. Under Minnesota law, you can pursue compensation through a personal injury lawsuit.
WINDING UP of COMPANY, Modes of DissolutionKHURRAMWALI
Winding up, also known as liquidation, refers to the legal and financial process of dissolving a company. It involves ceasing operations, selling assets, settling debts, and ultimately removing the company from the official business registry.
Here's a breakdown of the key aspects of winding up:
Reasons for Winding Up:
Insolvency: This is the most common reason, where the company cannot pay its debts. Creditors may initiate a compulsory winding up to recover their dues.
Voluntary Closure: The owners may decide to close the company due to reasons like reaching business goals, facing losses, or merging with another company.
Deadlock: If shareholders or directors cannot agree on how to run the company, a court may order a winding up.
Types of Winding Up:
Voluntary Winding Up: This is initiated by the company's shareholders through a resolution passed by a majority vote. There are two main types:
Members' Voluntary Winding Up: The company is solvent (has enough assets to pay off its debts) and shareholders will receive any remaining assets after debts are settled.
Creditors' Voluntary Winding Up: The company is insolvent and creditors will be prioritized in receiving payment from the sale of assets.
Compulsory Winding Up: This is initiated by a court order, typically at the request of creditors, government agencies, or even by the company itself if it's insolvent.
Process of Winding Up:
Appointment of Liquidator: A qualified professional is appointed to oversee the winding-up process. They are responsible for selling assets, paying off debts, and distributing any remaining funds.
Cease Trading: The company stops its regular business operations.
Notification of Creditors: Creditors are informed about the winding up and invited to submit their claims.
Sale of Assets: The company's assets are sold to generate cash to pay off creditors.
Payment of Debts: Creditors are paid according to a set order of priority, with secured creditors receiving payment before unsecured creditors.
Distribution to Shareholders: If there are any remaining funds after all debts are settled, they are distributed to shareholders according to their ownership stake.
Dissolution: Once all claims are settled and distributions made, the company is officially dissolved and removed from the business register.
Impact of Winding Up:
Employees: Employees will likely lose their jobs during the winding-up process.
Creditors: Creditors may not recover their debts in full, especially if the company is insolvent.
Shareholders: Shareholders may not receive any payout if the company's debts exceed its assets.
Winding up is a complex legal and financial process that can have significant consequences for all parties involved. It's important to seek professional legal and financial advice when considering winding up a company.
ALL EYES ON RAFAH BUT WHY Explain more.pdf46adnanshahzad
All eyes on Rafah: But why?. The Rafah border crossing, a crucial point between Egypt and the Gaza Strip, often finds itself at the center of global attention. As we explore the significance of Rafah, we’ll uncover why all eyes are on Rafah and the complexities surrounding this pivotal region.
INTRODUCTION
What makes Rafah so significant that it captures global attention? The phrase ‘All eyes are on Rafah’ resonates not just with those in the region but with people worldwide who recognize its strategic, humanitarian, and political importance. In this guide, we will delve into the factors that make Rafah a focal point for international interest, examining its historical context, humanitarian challenges, and political dimensions.
VIETNAM - DIRECT POWER PURCHASE AGREEMENTS (DPPA) - Latest development - What...
Resume tomich
1. PETER C. TOMICH
Tel: +966 535 615 514
peterctomich@msn.com
SKILLS SUMMARY
A successful HR leader with 30+ years of professional experience in a variety of industries and
global settings. An excellent communicator with a unique combination of leadership, coaching,
facilitation, business and succession management skills - centered on attaining results and driving
change. Able to view and solve issues from both an individual and systemic perspective. Expertise
in the following areas gained from both internal and external leadership roles:
Executive Coaching Leading Teams Succession Planning
Career Development Performance Management Talent Management
Business Development Organizational Development Team Building
Driving Change Leadership Development Talent Assessment
EXPERIENCE
SAUDI ARABIAN MONETARY AUTHORITY (Central Bank) 2017-Present
Talent Management Consultant Riyadh, Saudi Arabia
Hired to raise the profile and impact of HR and drive organizational culture change and employee
engagement consistent with the strategic goals and transformation of SAMA through:
Assessment – leading the assessment process of the top 300 leaders in the organization
Talent Management – enhancing the talent management processes to drive greater
discipline, fairness and consistency in HR decisions
Leadership – embedding a concise definition and accompanying behaviors to engender
greater levels of empowering and inclusive leadership to enhance employee engagement
Coaching – Equipping leaders with new skills and understanding via coaching workshop
Development – instituting a rigorous development process linked to on-the-job behaviors,
culminating in a rating of individual effort and improvement
Talent Intelligence – supplementing the assessment data with a newly instituted 180° tool
linked with individual development and organizational engagement scores
Skill Enhancement – raising the confidence and capability of the local HR talent
Vendor Management –vetting and managing the negotiation and relations of 3 vendors
SAUDI ARAMCO 2012-2017
Head, Talent Assessment & Coaching (TAC) Team Dhahran, Saudi Arabia
Initially hired to provide executive coaching, assessment and talent management processes and
interventions serving the top 1000 employees of the company. With company restructuring in
2014, selected to form and lead the TAC team to drive faster and deeper change consistent with
the company’s strategic intent and upcoming IPO. Leveraging the efforts of 17 team members,
together we have focused on the following:
Driving Change – through a focused business partnering model and adherence to our
team’s principles of “ethics, care and results”, have begun to embed sustainable systemic
change measured through a recently adopted company-wide behavior change survey.
Customized Coaching Model – to assure consistent service delivery and clarity of
approach, designed a culturally sensitive model and set of behavioral standards.
Competency Modeling – Finalized the creation of our new competency model
comprising 4 leadership levels and 3 individual contributor bands consistent with the
aggressive strategic transformation efforts of the company and applied across company-
wide assessments and development programs.
Leadership Assessment Strategy – Enhanced and expanded assessment processes and
offerings consistent with our new competency models to deliver broader, deeper and
more useful data concerning individual and organizational talent across the leadership
pipeline.
Data Warehousing & Analytics – created a clearinghouse of assessment and coaching
data to allow for proper storage, analysis of group data and easy access by the business.
Organizational Skill Building – to drive understanding and application within the team
and business partner community, created a series of interactive workshops focused on
assessment, talent management and coaching skills.
2. PETER C. TOMICH
Page 2
PERSONNEL DECISIONS INT’L (purchased in 2014 by Korn Ferry) 2002-2012
Vice President & Principal Consultant San Diego, California 2010-2012
Provided solution design support to sales force and consulting staff on complex, customized client
opportunities crossing multiple practice areas. Engaged in senior level service delivery in the areas
of: executive coaching; succession management; executive team development; assessment and
talent management consulting. Supported and managed client relationships: Dell; Abbott; JP
Morgan; Alliance Data; Petco; Life Technologies; Hunter Industries; Comerica; Chevron; GE,
Land O’ Lakes, among others.
Vice President & Managing Director Geneva, Switzerland 2002-2010
Responsible for building sustainable and profitable business in a number of EMEA markets;
selling and delivering PDI’s multi-faceted services (assessment; coaching; 360⁰ feedback projects;
leadership training; performance and talent management consulting); building/leading several
teams (comprising up to 20 direct reports). As a key member of the European Leadership Team,
shaped and drove strategy within my markets and across the wider region; created wider market
visibility through establishing marketing events and accepting public speaking engagements.
Consistent recipient of Chairman’s Award for exceeding individual and team goals.
Switzerland – Hired initially by PDI as a Senior Consultant to build and develop
business and manage clients in the market. After a year and a half in that role, took over
the leadership of the office. Led the growth of our business by 17% annually, achieving
over $4 million in revenue per year. Clients included: Holcim; Swiss Re; Japan Tobacco
International; Nestlé; HP; Richemont; Medtronic; Philip Morris International; PPG;
ABB. Ran both the Swiss and Middle East operations concurrently for over 2 years.
Middle East – Persuaded the company to pursue the Middle East as a strategic market.
Successfully expanded the business in the Gulf region to the point that it now represents
one of PDI’s largest single markets (approaching $9 million in revenue) through targeted
and well executed strategy. Clients included: SABIC; Saudi Aramco; Kuwait Petroleum
Corp; National Commercial Bank; Abu Dhabi Investment Authority; Aramco Gulf
Operations; Saudi Telecom.
ON SEMICONDUCTOR (former division of MOTOROLA), Phoenix, AZ 1997-2001
Director, Organizational Effectiveness, Manufacturing
Reporting directly to the VP of Manufacturing, supported the global unit comprised of 7000+
employees. Responsibilities included motivating, retaining, and communicating to global
employee base while standardizing procedures across 7 sites worldwide through creative/
interactive interventions. Provided executive coaching, general HR, succession planning and
quarterly 3-day strategy planning session facilitation for the senior management team.
Successful programs created and implemented included: customized 360⁰ feedback tool;
key talent retention survey; individual development program (manager-subordinate
communication kit); “Fast Track” global rotation program for key talent; regular
communication tools and a global engineering idea generation / implementation program.
Human Resources Operations Manager
Working closely with VP of HR and outside consultants, helped design and communicate new
compensation and benefits philosophy / packages for ON Semiconductor as it spun off from
Motorola. Continued to support several internal client groups and managed 3 direct reports.
Designed and facilitated 5 regional (US, Asia, Europe) 2-day leadership meetings.
Working in conjunction with the President & CEO and other senior leaders of the
corporation, the meetings were designed to help set the interactive, global culture of the
new company. Each meeting was attended by 90+ regional leaders.
Human Resources Manager
Integrated full complement of human resources services to 3 local plants representing 1,000
employees. Services included: organizational diagnosis and consulting, training, teambuilding,
management consulting, change management, meeting facilitation, employee relations and
attraction, selection, development and retention of employees.
3. PETER C. TOMICH
Page 3
Awarded bonus in recognition of providing excellent service to 3 internal customers.
Received commendation from Motorola Chairman for outstanding Human Resources
customer focus as well as for facilitating the successful closing of a 300+ person plant
DRAKE BEAM MORIN, INC., Phoenix, AZ 1994- 1997
Project Manager
Oversaw the relationship, marketing, and delivery of services to 3 major accounts. Successfully
guided and motivated candidates through career transition phases from emotional evaluation,
assessment, exploration, and résumé preparation to implementation of marketing campaign,
interviewing practices and negotiating offers. Promoted DBM through periodic public speaking
opportunities.
Instrumental in closing outplacement / change management package valued at $500,000
with a new client.
Career Center Manager – American Express Co.
Oversaw and managed fully equipped career center dedicated to servicing displaced population of
over 700 employees from all levels, supervised staff of 7 in providing group workshops, individual
consulting and job development, generating over $1 million in revenue.
Successfully led project resulting in 84% of candidate base reaching career transition
resolution and a satisfaction rating of “excellent” or “good” from 98% of candidates.
PRIOR EXPERIENCE
GLOBAL BANKING, New York, NY
Assistant Vice President
After completion of intensive officer credit training program, worked in various roles at 3 global
banks. Activities included: overseeing correspondent banking relationships with French entities
and European re-insurance companies and developing and expanding banking relationships with
large group of Fortune 500 companies.
EDUCATION
ARIZONA STATE UNIVERSITY, Phoenix, AZ
Masters Degree in Counseling.
A comprehensive 60-hour program for which I completed both the research and
practitioner options - requiring both a thesis and a 600-hour clinical internship.
MIDDLEBURY INSTITUTE OF INTERNATIONAL STUDIES, Monterey, CA
Masters of Business Administration.
Rotary International Scholarship Recipient.
Funded education by working as the Institute’s Foreign Student Advisor and Director of
Housing.
UNIVERSITÉ DE GENÈVE, Geneva, Switzerland
École de Langue et de Civilisation Française.
OHIO WESLEYAN UNIVERSITY, Delaware, OH
Bachelor of Arts Degree in Psychology with French Minor.
LANGUAGES
French – Fluent. Italian – Conversational.