La primera red de profesionales y directivos de RRHH en España
Juan Manuel Garcia Menendez aún no ha recibido ningún regalo
Oct.’ 93 - Oct.’ 94:
Master in Business Administration - MBA.
Nebrija Business School. Madrid,
Oct.’ 88 - Jun.’ 92:
Bachelor in Business Administration.
Universidad Antonio Nebrija. Madrid.
Jul'10 - current
Fiat Services Iberia SA. Madrid.
HR Director Spain & Portugal
Shared Services Center for Accounting, Payments, Payroll, Tax, and Corporate Legal activities for all the Fiat Group Companies (Lancia, Alfa Romeo, Fiat, Iveco, Case New Holland and Magneti Marelli) in Spain and Portugal (6.500 employees)
Main driver/business environment: Change Management
a) New mission, vision, corporate values and culture, Balance Score Card, Performance and Leadership Management Process.
b) New Organizational Structure.
c) Implementation a restructuring plan to adjust the cost structure and to obtain the sustainability and viability of the Company:
d) Implement the World Class Administration Methodology (People Development Pillar).
e) Develop the succession planning and high potential identification talents:
f) Implement the Corporate Classification Model Mapping aligned with Fiat Global Grade Policy.
g) Implement mobility policies for short and long term assignments
a) Member of the Management Team of the Company in Spain & Portugal.
b) Direct reporting to the CEO in Spain & Portugal and dotted to the Global HR Director.
c) HR Team: 2 employees
Jun´09 - July´10
Senior Consultant HR (Freelance)
- External Advisor in the development and implementation of the following projects:
Aula Activa Company: design the content for the e-learning system and the following modules: Time Management, Team-Working, Leadership.
Estudio Legal: Project Plan for a leading transportation company to outsource the operational activities of maintenance and technical service.
Apr´08 - Jun´09
Carlson Wagonlit Spain. Madrid.
Carlson Wagonlit Travel (CWT) is a global leader specializing in business travel management. It has present in more than 150 countries and territories 20,000 employees worldwide A diverse client portfolio of large corporations, small and mid-sized companies, 62 million on- and offline transactions US$28 billion (1) in sales generated by wholly owned operations and joint ventures
Main driver/business environment: Restructuring.
a) Establish a new strategy of Industrial Relations consistent with the new trends and reality of the market and the Company.
b) Execution a restructuring plan to adjust the cost structure to the current drop in activity.
c) Personnel administration: Outsourcing and Integration the payroll system in preparation for the automation and standardization of administrative functions aligned with the rest of EMEA Countries.
d) Recruitment: New Model, changing suppliers in 2008 to solve the backlog (in April 2008 40 employees) and negotiation of fees more competitive aligned with the market.
e) Training: New model and training plan designed to improve the internal Commitment of the employees with their own training goals, and ensure the optimization performance of the return of the investment actions implemented.
f) Health & Safety: Certification ISO 9001.
a) Member of the Execom of the Company.
b) Direct reporting to the CEO in Spain and dotted to the VP HR EMEA.
c) HR Team: 11 employees.
Dec´03 - Apr´08
Geoban (Grupo Banco Santander). Madrid.
Geoban is a Santander Group’s global company that manages transactions conducted by the Group’s banks and financial institutions in the countries where it operates.
Transactions are essential administrative activities or tasks performed at banks for clients to receive a service or purchase a banking product. These activities include account opening, loan or credit card applications, national or international payments and/or transfers, and bonds, stock and derivative trading and settlement.
To manage these global operations, Geoban has established specialized centres that provide bank operational management services for Santander Group entities in retail banking (Europe, America, Asia).
These centres have been established in several countries to provide services in different time zones and with different response times, and, as necessary, to support one another. In 2008, more than 4,500 employees work for Geoban, and the Group has offices in Spain, Portugal, the United Kingdom, and Poland.
Global Human Resources Director.
Main driver/business environment: Startup
a) Maintain aligned with the yearly growth the organizational development of the Company (ratio 300%). We started the activities of company with 2 employees (MD and myself) in December 2003. In April 2008 we achieved the establishment of 4 branches (Spain, Portugal, UK, Poland), 4,500 employees hired and work for Banesto, Santander, Totta, Abbey, Openbank, Cahoot, and Santander Consumer Finance all over EMEA Region.
b) Ensure the time to market in the recruiting of the teams according the project plan.
c) Design, implement and maintain aligned with growth of the Company:
d) Personnel administrations and industrial relations.
e) Develop and Implement mobility policies for long term assignments. Manage the EMEA relationships with tax advisers, and destination services suppliers for the initial settlement of the expat community in Portugal, Poland, and UK.
a) Member of Execom of the Company.
b) Direct reporting to the Global CEO.
c) HR Team: 40 employees (50% in Spain and 50% in branches) with 10 direct reports.
Sep´01 - Dec´03
Nuon Spain, NV. Sevilla.
Nuon is an energy company whose 5,800 FTEs serve around approximately 2.6 million consumers, businesses and (public) organisations in the Netherlands. Nuon produces and supplies gas, electricity, heat and cooling and offers its customers a wide range of energy-saving products and services.
Human Resources Director.
Main driver/business environment: M&A
a) Creating the Competencies Dictionary of the company.
b) Definition Job classification model by family business and level of responsibility.
c) Analysis, description, and appraisal over all of the existing job positions in the organization.
d) New definition of fixed and variable remuneration policy.
e) Design and implementation a performance management system depending on levels of responsibility defined in the job classification model.
f) Negotiation of the Collective Agreement.
a) Member of Execcom of the Company in Spain.
b) Direct reporting to the CEO in Spain and dotted to the Global HR Director.
c) HR Team: 3 employees with direct report.
May’99 - Jul´01
Océ Technologies, N.V. Venlo, Holland.
International Training Manager for Southern Europe (Spain, France, Italy, Portugal). (first expatriate of the Company of Mediterranean countries)
Océ is one of the leading providers of document management and printing for professionals. The Océ offering includes office printing and copying systems, high speed digital production printers and wide format printing systems for both technical documentation and color display graphics. Océ is also a foremost supplier of document management outsourcing. Many of the Fortune Global 500 companies and leading commercial printers are Océ customers. The company was founded in 1877. With headquarters in Venlo, The Netherlands, Océ is active in over 100 countries and employs more than 20,000 people worldwide. For more information visit www.oce.com.
Main driver/business environment: Change Management
a) Update and delivery existing training programs: Commercial skills, management skills, New Comers.
b) Design and implementation new training programs: change management, new sales process method.
c) Design the Dictionary of Competencies for the commercial area.
d) Implementation new E-Learning system.
Jan’94 - Apr’99
Océ Iberia, S.A. Madrid.
a) Training: Adaptation and delivery training programs for sales skills, product knowledge, Competition and IT.
b) Creation of local-specific programs.
c) Recruiting: Sales force and technical Service staff through the following techniques: Role -playing, structured interviews, and group dynamics.
d) Special Projects Completed: Support Product Manager in product launch strategic Océ 3165.
Jun´92 - Dec´93
Ernst & Young, S.A. Madrid.
Audit Division, Industry Sector.
Audits completed (Interim, Inventory, Final): Grupo La Casera SA SGWarburg Securities, Saminsa SA Secure, SA Sagital SA, SA Colep distribution, Informix S, A.
- Hay Group, S.A. Madrid.
"Management by objectives: design, implementation and evaluation"
"Performance management system: design, implementation and evaluation"
"Recruiting effective by competencies"
- Cap Gemini & Ernst Young, N.V, Eindhoven, Holland.
“Project Management: Managing Projects”. “Methods for problem and change analysis”. “How to run a Workshop.”
- Huthwaite Research Group, LTD. London. UK.
“Managing Complex Sales” / “SPIN Sales Skills”. / “Negotiation Skills”.
- Brownlee & Associates. Madrid.
“Negotiation based in principles”. / "How to make effective presentations in public."
Languages: Spanish: native English: Fluent Portuguese/ Italian: Comprehension
Computing: Advanced user in SAP HR