Contact us
Gerard Smeltekop HR Professional Services 31 6 29 129 306 info@hrprofessionalservices.nl
More about myself
I
have taken on many HR topics during my career. Below are some examples of my efforts at the various organizations:
Reorganizations
HR Strategy / Sustainable Employability
Process optimization
Engagement
Compensation & Benefits
Other tactical / strategic HR activities
Operational HR activities
Naturally, for all clients the execution of various operational HR activities was an important part of my work: from case management in the context of Wet Verbetering Poortwachter to staff grading, from keeping track of KPIs to correspondence with employees and external parties, from conflict resolution to the execution of various HR regulations in the field of training, subsidy regulations, collective labor agreement, company regulations, performance interviews, recruitment, coordinating all activities concerning the Performance & Talent Management Cycle (including Succession Planning) and the like.
My career
Before I started as an interim professional in 2008, I gained HR experience at various organizations. I started at Royal Wagenborg as crew manager after which I worked as HR Manager at Auto Century. In 2001 I started working as an HR Manager for the tin can packaging manufacturer Impress. Finally, in 2005 I made the step to the role of plant HR Manager at BAT Niemeyer in Groningen.
Reorganizations
- Reorganizing the Supply Chain department at Aviko. This involved an expansion from 3 to 5 shifts. Achieved without increasing the number of FTEs through all-round employability of all employees, supported by a solid training plan and new job roles (from 15 different functions to 5 different roles);
- Planning a reorganization of the entire organization at Smurfit Kappa Solid Board with associated communication plan, reorganization plan, cost calculations, request for advice, risk log, social plan and business case (including drafting and discussing requests for advice, negotiations with Works Council);
- Reorganizations at Impress and BAT. These cases involved the closure of business units;
- Introducing a standardized organizational profile for the production department at Inalfa. Introduction of team coaches who partly worked in the team and partly got time for coaching team members and TPM activities, reorganization of 40 FTE reduction.
HR Strategy / Sustainable Employability
- Developing, rolling out and further professionalizing of HR strategy, in close cooperation with the business and based on corporate strategy (e.g. Aviko and Coca-Cola) using e.g. OGSM;
- Development of a sustainable employability policy based on the vision of Prof. Ilmahinen at Smurfit Kappa and Coca-Cola at the European level (project), a policy that goes beyond just the health of the employee. Also implementation of various instruments to support this policy in which task rotation, education, training and self-control were important components.
Process optimization
- Increased the employability of operators at Coca-Cola. Full utilization realized on crucial positions on the production lines and in the warehouse;
- Increased multi-deployability of line operators at Impress, resulting in significantly lower production line outages;
- Strengthening personnel planning system (strategic personnel planning) at Wagenborg and Impress;
- Making the recruitment process more effective at PostNL.
Engagement
- Conducting employee satisfaction surveys (Effectory) and Engagement Surveys (Towers Watson - result was a score of 85 which is a High Performance Organization score, Coca-Cola). Also follow up results by implementing improvement proposals (always in cooperation with employees).
Compensation & Benefits
- On behalf of the director, conducting successful negotiations with trade unions (collective bargaining agreement and reorganizations/social plan - at Coca-Cola, Impress, BAT and Aviko, among others) and consultation with Works Council, also drafting, submitting and discussing requests for advice and approval;
- Developing and implementing a (performance-based) salary building and job house;
- Job descriptions and job evaluation processes (ORBA, Hay and Berenschot);
- Drafting and implementation of a new employment policy and staff regulations (including harmonization).
Other tactical / strategic HR activities
- Managing HR teams, coaching HR staff and being part of MT's;
- Purchase HR services such as temporary staff and health and safety services. Executing tenders and acting as negotiator with service providers (savings achieved of more than €250K per year with e.g. Coca-Cola);
- Structurally reduce absenteeism at multiple organizations;
- Coordinate and initiate necessary activities regarding Performance Management Cycle at multiple organizations;
- Leadership development: from determining norms and values to coaching of managers.
Operational HR activities
Naturally, for all clients the execution of various operational HR activities was an important part of my work: from case management in the context of Wet Verbetering Poortwachter to staff grading, from keeping track of KPIs to correspondence with employees and external parties, from conflict resolution to the execution of various HR regulations in the field of training, subsidy regulations, collective labor agreement, company regulations, performance interviews, recruitment, coordinating all activities concerning the Performance & Talent Management Cycle (including Succession Planning) and the like.
My career
Before I started as an interim professional in 2008, I gained HR experience at various organizations. I started at Royal Wagenborg as crew manager after which I worked as HR Manager at Auto Century. In 2001 I started working as an HR Manager for the tin can packaging manufacturer Impress. Finally, in 2005 I made the step to the role of plant HR Manager at BAT Niemeyer in Groningen.
