Unilever

Global HR Manager - Finance Transformation projects

Geplaatst 10 mrt. 2021
Project ID: UNILJP00012199
Uren
32 Uur/week
Periode
6 maanden
Start: 22 mrt. 2021
Einde: 21 sep. 2021
Tarief
43 - 67 €/uur

WL2B/C

Role duration: 6 months

Finance HR vision is to bring Human Capital and Financial Capital closer together and we are recruiting to fill a stretching role blending partnering responsibilities with leading and landing transformation and change projects. management mindset.

There are multiple large transformation projects currently at early stages in Finance and this role holder will be the HR contact lead for two transformation projects.

You will:

• Gain a multi-cultural partnering experience

• Independently working with talented Finance Leaders and global HR colleagues

• Be on the front foot with of large transformational initiatives

• Lead strategic work across Finance, jointly with the Global HRD for Corporate Finance.

• Expand your HR and business network

• Be part of a diverse, fun and supportive Global Functions HR team.


Transformation Project 1: HR change lead for Future of Tax

Key activities anticipated in the People Workstream that this role will lead:

• Consultation approach & initial project plan covering each in-scope location (Based on employee data, country policies etc). Different terms and notice periods apply to different countries. Many countries will have mandatory consultation period and works council engagement.

• Mapping country specific notice periods to deployment phases to review notice period commencement month and target last working day/month for each employee.

• Early assessment of any country-specific risks and any people specific risks.

• Determine the organisational impact: current and to-be organisation structures

• and Confirmation on criteria for exit selection, documentation to address escalations and grievances at later stages.


2. Transition management:

Trade Union / Works council engagements (Consultation with Works Councils / Trade Unions, engagement with organisation leaders and line managers, Change impact assessment/ risk mitigation as relevant, internal mobilisation and alignment of HR leaders and Country Finance leaders, full change and communication plan and deployment

• varies from country to country and can have lengthy lead times associated, particularly in Europe

• Reporting frequency / format

• Review of any impact in the retained organisation

• Reviewing overlap of structure and roles

• Consultation training / Briefing for respective LMs

• Early escalation of any complications (e.g. grandfathered contracts, other special considerations etc)

• Relocation plan (if relevant)

• Employee agreements tracking and reporting (exit/transfer)

• Retention arrangements (bonus etc)

• Knowledge transfer/ handover – mandatory requirement implementation for business process continuity

• Change impact assessment/ risk mitigation as relevant

• Internal mobilisation / alignment of HR leaders/ Country Finance leader as relevant

• Country leadership updated about transition plans with TU / Works Council representation present, if required. Ensuring the identified resource can attend all meetings. Meeting scheduling is challenging and can stretch timelines.

• Seeking Local HR advise on timelines for phases; associated with employment legalisation in the countries and Trade Unions / Works Councils there.

• Communication and engagement plans for the impacted countries must be prepared to keep stakeholders informed and able to address questions.

• Prep of FAQs, overall comms deck

3. Transfers

Lead the Transfer process and activities for all impacted employees

• Employee Communication

• Background, why, career path discussion. Principles to be agreed with respective countries.

4. Culture & Change

Lead the Change Management and Culture building for the new organisation

• Retention measures – agreement and implementation

• Employee Comms

• Change management.

• Post transition review

• Review effectiveness of new structure

• Issue resolution

• Planning for the future: How will the culture of the new organisation be- ‘clear accountability but no silos’.

• Review talent gaps


Transformation project 2: HR change lead, Finance

The Finance team is central to Several separation projects which are in early stages – the largest one being Puccini (Tea company separation).

This role holder will be holding the people plan for the Finance workstream of Puccini / Dragonfly projects, working with HRD Corporate Finance, VP M&A Integration and various finance leaders.

Required skills and experience

This role is a fantastic opportunity for a strong talent looking for global experience. The relationships forged in this role provide incredible learning and growth opportunities and will provide great connectivity into how the markets operate as well as help develop a set of robust skills useful for any future positions.


• HR Partnering- you have a strong background in HR and are ableability to think at a high level, whilst stillbeing comfortable working with in the detail and happy to delivering operational work to get the job done

• Change Management – you have experience inof implementing change (ideally multi-market impact) and ideally have experience working directly with local works councils

• Influencing - ability to work with the senior stakeholders, drive engagement and to get work done cross-functionally and culturally

• Resilience – need to be able to manage own agenda, deliver through others, and operate in a fast-paced environment.

• Comfort with ambiguity - ability to work through complex environments to drive actions and resolutions.

• Market centricity- experience of working in a market is preferred in order to inform the design and programme roadmap that you will help to land

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