Natalia Shebanova

Достижения: Downsizing - 10,2%, labour effectiveness + 17,3%. Develop and implement the company HR strategy. Major projects for 2015 – 2016: • Development of the labour payment system - jobs evaluation, grading, KPI development • Development and implementation of the succession planning and performance management systems • Development and implementation of employees embeddedness projects • Development relationships with educational organizations aimed at the attracting young labour to the company • Development and implementation of the corporate communication system • Streamlining the training system • HR processes automatization • Organization of work standardizing system • Streamline base HR activities – recruitment, on-boarding, training, record-keeping, labour payment, etc. • Develop and implement measures on organizational effectiveness: • Organizational structure optimization and downsizing • Reorganization of the maintenance department, forming the centralized maintenance service • Develop KPI for maintenance staff • Reorganization of HR department to reduce staff and increase efficiency • Identification of the low effectiveness reasons for the Screening-and-crushing plant and developing measures for their elimination • Support relationship with regulatory authorities and local community

Описание деятельности компании: The largest in Europe non-metal mining production site

Достижения: Entered a company undergoing expansion, lacking in organizational effectiveness, with no established HR practices as the first ever HR Director and built HR department from the ground up • Talent management program and succession planning - developed and executed employee T&D and retention strategies & practices, management procedures (including training for evaluators), compensation policies & programs and managed career paths and the HiPos placement resulted in internal promotions for the multiple positions including Managing Director, Sales Director, Marketing Director, Technical Director • Carried out organisational climate assessment by incorporating focus groups, employee surveys and staff meetings – developed and implemented employee relation programs (recognition and special events) to better promote a positive organisational culture, EE index increased by 30% (2004 vs 2007) • Developed and established workplace policies and procedures and monitored their application alongside of a termination process (RIF, policy violations and poor performance) that eliminated legal issues • Increased the employee base x4 and developed hiring and retention strategies and labour payment systems resulted in decreasing turnover from 15% to 2.5% (2004 vs 2006) and saving 30% in recruitment costs • Initiated and executed activities on restructuring Technical Function by incorporation of the value-profit chain (VPC) concept, resulted in increased employee morale and productivity by 30% and increase in customer satisfaction by 40% • Successfully went through internal Corporate audit 3 times, 2 times - with the best result among all corporate functions • Worked as the only representative from Russia for the global project “Reorganization Cluster Europe Central” – measures suggested were fully accepted by Corporate management • Ensured all personnel adhered to Health & Safety guidelines and procedures and likewise for privacy policies by ensuring compliance with laws and regulations - labour safety system resulted in significant decrease of injuries on the factory floor • Team Leader for Eastern Europe in the framework of the international project "Global Service Pool Formation" (2006). Corporate reward for performance for the best result among the regions

Описание деятельности компании: SIG is one of the world leaders in manufacturing aseptic packaging and filling lines