2011 4/2012
Reported to the CEO, led the global human resource functions including talent acquisition, employee engagement; L&D; employee relations; legal, compliance, compensation and benefits; HRIS. Magma was acquired by Synopsys in February 2012, and I become part of the transition and integration team ensuring a smooth transition to Synopsys. Responsible for all organizational development and HR functions of 790 employees, operating globally. Designed and implemented new programs in all aspects of HR including: strategic planning; succession planning; recruiting and employee engagement; executive coaching; and change management. Accomplished 100% participation in a new streamlined Performance Management Process. Successfully led MBO, PM process and Key retention bonus on a budget of 9.8 million dollars. Designed a retention bonus for Key employees during Merger due diligence phase and retained 99%. Enabled company to retain 98% of its employees by designing and implementing employee communication and engagement plan during a waiting period of four months awaiting FTC approval. VP HR
12/2010- 5/2011
Vice President and Strategic Business Partner to executives and senior management, provided guidance on the development of performance management, talent development programs, and retention strategies. Successfully conducted an HR Needs Assessment to understand gaps, opportunities and strengths. Developed a plan to create a robust HR infrastructure which was approved by the management team. Met goals 100% of HR action plan goals including, creating a new performance management process connected to rewards, created a market competitive salary structure, designed and implemented new equity guideline, training and development curriculum for company employees, and implementing new HRIS. Reduced staffing expenses 20%. Enhanced employee skill levels and employee engagement by creating L&D programs and implementing core performance management and HR planning programs that sharpened organizational effectiveness.
11/2009-9/2010
ORGANIZATIONAL DEVELOPMENT, CHANGE MANAGEMENT & TRANSFORMATION, EXECUTIVE COACHING Consulting Services with firms in the High Technology, and Life Science space Change management and transformation CHANGE & ORGANIZATIONAL DEVELOPMENT CONSULTANT , MICROSOFT, Palo Alto, DEVELOPED & IMPLEMENTED ORGANIZATIONAL CHANGE PLANS TO INCLUDE: Readiness design and transition, organization alignment, stakeholder management, communication. MET 98% OF CHANGE AND SCALING PLANS.
Worked closely with TVMP executives, implementing organizational and leadership development scaling programs, and providing change management expertise to key business improvement efforts. Projects designed to develop leaders and managers and institutionalize change capability. Worked with executive leaders to map critical talent, assess and strengthen pipelines. Designed interventions to increase organizational effectiveness. Initiatives include: Development of leadership capabilities and platform for the TVM organization; Musiwave and TVM integration; Talent assessment; 2010 Manpower budget planning; Delivering and facilitating leadership and management development training; and facilitating action planning and org diagnostics for TVMP.
Served as a Vice President and Strategic Business Partner to executives and senior management, providing guidance on the development of performance management, talent development programs, retention strategies and succession planning. Supported change management, business objectives, fostering positive employer/employee relationships and promoting high levels of employee morale and performance. Drove sustained, measurable business process improvements within HR that support business goals.
$2.6 billion semiconductor company. Led HR business partnerships and strategic initiatives with CEO; CFO; and SVP of Operations, Engineering, Marketing, and Legal. Key member of the senior leadership team for the Global Product, Operation Business Units, Marketing, Finance, Legal and IR groups. Manage a team of 10 HR professionals; supporting 2000 employees. Designed and implemented new programs in all aspects of HR including: strategic planning; succession planning; recruiting and employee engagement; executive coaching; organizational and leadership development; change management; compensation; and benefits. During a successful HR and M&A integration, supported new subsidiarys stable revenue growth from $50 million to $150 million in 2.5 years, including due diligence and integration of 250 employees. Met a challenging existing and newly acquired talent retention goal of 90-95%. Improved annual internal management promotions from 40% to 75%. Implemented vital pay for performance programs: employee bonuses, MBO and equity for 2000 employees with budgets of $45 million. Achieved 90% implementation of recommendations emanating from an org. audit of people, processes, structure and culture. This strategic planning process involved all business unit leaders, identified challenges & opportunities and led to the development of a plan to support business growth goals. Achieved a 92% customer satisfaction score, improving the time to fill open job requests and the quality of new hires; implementing fast start within 90 days, assimilation; specific measurement plans; and on-boarding processes for all new management. Developed transition plan to support decision moving one group to new location. Initiatives included: needs assessment; development of alternative work arrangement programs, commuting benefits, employee events; the formation of an employee team responsible for ongoing feedback, and the creation of a communication plan which included dedicated website, employee meetings, and collateral. Developed a leadership competency model, implemented through interactive workshops and action learning, effectively achieving cross-organizational adoption of new leadership development programs. Tripled monthly average rate of hires during time of organizational growth. Achieved 95% satisfaction with newly designed performance management system and 100% resolution of all ER issues within three weeks to the satisfaction of involved parties.
2005-2009
HUMAN RESOURCES MANAGER HR LEADER FOR THE AND MEMBER OF EXECUTIVE STEERING GROUP, LEADERSHIP AND ORGANIZATIONAL DEVELOPMENT LEADER CORPORATE OFFICE IKEA, Palo Alto, CA 2003-2005
Managed overall HR planning and staffing; learning and development; competency improvement; recruitment and succession planning; benefits and compensation; organizational development; and employee relations for
operations with 500 employees. Focused on supporting the profitability and growth goals of the company. Met all corporate hiring objectives for cost and time to hire 500 new employees in six months. Reduced recruiting expenses 30% by developing a new full life-cycle recruiting process. Improved employee retention and customer satisfaction by oversight and improvement of employee relations and satisfaction programs. Reduced leave time costs by 20% by implementing an attendance control program. Improved customer satisfaction from 70% to 90% by giving managers practical tools and critical information; developing and implementing core performance management and HR planning programs that sharpened organizational effectiveness. Enhanced employee skill and engagement by leading succession planning and mentoring programs.
HEAD OF HUMAN RESOURCES VICE PRESIDENT LEVEL SHILAV LTD. Ramat, Gan, Israel
1997-2000 Leading retailer of baby products. Led the HR Department. Reported directly to the Chief Executive Officer. Created and managed the new human resources department. An active member of the senior management team Created a new HR organization and programs viewed as key and instrumental for contributing to business growth, employee retention and customer satisfaction. Developed recruitment processes and the first management training program. Facilitated development of corporate vision and values creation with the executive team emphasizing strategic planning and tactical operational objectives. Reduced personnel turnover from 46% to 17% by focusing on succession planning, employee talent assessment and management development.
TRAINING AND DEVELOPMENT THE ISRAEL MANAGEMENT CENTER, Tel Aviv, Israel
1994-1995 Israels largest training and development organizations. A center for business managers, executives and leadership to assemble, for the exchange of knowledge; promotion of business; elucidation of management issues; development of management and leadership qualifications. Training and development programs; seminars, conferences, special events, onsite and customized HR training and development services for corporations.
An organizational development and human resources consulting firm. Change management, organization diagnosis and redesign, talent assessments, and hiring programs; performance appraisal process and management effectiveness tool, talent & Leadership development
1990-1994
1989 -1990 The Gallup Organization provides a variety of management consulting, human resources and statistical research services.Led Omnibus operations; responsible for customer satisfaction, market research, reporting and budget. EDUCATION & PROFESSIONAL TRAINING
Executive HR Leadership Program, The Concourse Institute - BCG Alliance, 2008 Certifications: 360 Executive Feedback Coaching, PDI Certification, Diversity Training, Certification.