Consultant/Self Employed
Self employed
Total years of experience :22 years, 9 Months
Since May 2016, I have been doing different consultancies with different organizations on HR issues. I conducted a leadership workshop for an American multinational whose objective was to filter and identify potential leaders with management competencies to occupy leadership positions within that organization.
I have also advised a digital company that is creating different applications and electronic tools with emphasis on the different sub-themes of HR, focused especially on issues of organizational change and development as well as welfare issues. There I have corrected, advised and monitored the different products that this company has in the market.
Finally, since September 2016, I advised a contractor company of the Colombian Government (GOC) and International Organizations on the construction of different biddings with different tenders that they have presented both to the American Embassy and to different organizations and ministries. I was in charge of elaborating and creating the strategy in the administrative, human management and communications areas, creating the profiles of each position in each tender. In addition, sustain the chosen salary scale and explain the scope of each within the established times.
• I was in charge of Human Resource area of ProColombia distributed in 8 regional offices in Colombia and 26 international offices around the world.
• I had under my supervision a team of 10 direct people, 1 intern and a BPO.
• I was responsible for managing and coordinating all processes of Human Resources Management, including training and development (Creating Corporate University), Performance, Welfare and Benefits Program, internal communications and be in charge of the budget for the area (COP$1, 900, 000, 000 - USD$633, 000)
• Being part the board committee of the organization.
Main achievements:
• Create the HR strategy according with corporate goals of the organization.
• Approach to the international offices in all Human Resources programs.
• I built and supervised the structure of the Corporate University at ProColombia. We picked a private University as a strategic partner to build the virtual corporate university.
• Strengthening Wellness Program and maintain a good organizational climate. The organization is considered one of the best companies to work in according to Great Place to Work.
• Develop and improve the intranet through internal communications.
• Restructuring of organizational competencies.
• Improving organizational climate in regional and international offices.
• Updating the organizational profiles
I was in charge of coordinating the awards and incentives program for American and local employees in Colombia. In addition, make the study of salaries and benefits of the embassy with our comparators and deliver it to the American Human Resources Officer.
Coordinate the special projects in the area, changing some processes of recruitment and selection team. Design the business plan for these areas and show the embassy as a multicultural place to work in. In addition to this, I was one of the two Contract Officer Representatives (COR) in the office. Responsible for the policies and procedures of the health and life insurances.
Coordinate the private employees of the Ambassador and DCM.
Define positions to include areas in which women or minority are most likely to be active. Ask different agencies to contact their professional organizations, including any women or ethnic minority caucuses, to advertise the position or suggest potential candidates (USAID). Send position descriptions and invitations to apply to Embassy open positions.
Main achievements:
• Between 2012-2104 I had under my supervision the recruitment and hiring process of 60 temporal employees per month based in Chocó-Colombia.
• Restructuring the recognition process of the embassy.
• Be responsible for the welfare program of the embassy.
• Being the Human Resources Business Partner with all federal agencies in Colombia.
• Improve the selection process with minorities and reported directed to the Ambassador and HRO.
• Make a business plan for HR showing the evolution of the area and see for improvement opportunities.
• Implement and structure a business plan to hire minorities across the country.
• Set up a Department committee to identify potential candidates and bring them to compound for visits.
• Have faculty identify potential candidates, including minorities and women and invite them to give seminars, and encourage them to apply for jobs at US Embassy Bogota.
• Keep an eye on the "pipeline" at professional meetings: attend sessions at annual
meetings where minority and women scholars are giving papers, make a point of
talking to them afterward, and let them know about your program and about your
present and potential future searches.
• Offer public programming (conferences, workshops, productions) likely to interest
members of underrepresented groups.
• Involve different Federal agencies to support minority and women undergraduates.
• Involve current women and minority faculty in outreach efforts.
• Identify staff vacancies and select candidates for open positions. skilled in promoting healthy relationships between staff and management through mediation, handling labor disputes and guiding department managers through employee issues.
• Conduct employee training and orientation, administer a benefits program, analyze compensation and other competitive data and prepare budgets. Report the General Manager regarding HR costs and activities. Stay on top of all applicable labor legislation across the countries, as well as the shifting needs of their employers and employees.
• Supervise staff or entire departments, such as benefits coordinators, payroll, wellness plans, recruitment and placement specialists and training and development personnel. Responsible for collecting and analyzing employee data and maintaining accurate and complete employee records with my staff, seven direct reports. The company had 700 employees divided between offices and factories in Bogotá, Turks and Caicos, Miami and Haiti.
• Remit profiles were drawn up, the capabilities of each person analyzed and a career plan created.
• The department entitled Human Resources was separated and we moved over to the Finance Department, leaving just one person to act as a link between the two offices.
• I also had to tackle a period of crisis in which, after having analyzed the situation through various studies and exploration into the field, we became aware of the company’s lack of social work, especially when it came to the concrete factory situated on Haiti.
• We engaged with the community, heard their complaints and concerns and, based on those discussions, came up with an integral strategy not only in communications, but also in liaison with the Marketing, Engineering and Production Departments to be able to provide a solution to the situation.
• From then on, more attention was paid to the company’s social responsibility, looking at their surroundings not just in terms of clients, but also with communities and the environment.
In charge of the agenda, events, meetings and personal matters of Mr. Edmundo Esquenazi and Mrs. Mayra Esquenazi, both in the United States and Europe. Coordinate meetings with important players in public life and private companies. I also translated texts for the Esquenazi economic group and for the Byakko Shinko Kai Society headquartered in New York. I also suggested a project to create the Communications Department at rose cultivators Mongibello Ltda., belonging to the Esquenazis, with the aim of carrying out communication and ability assessment. I made communication contributions within the organization and set up workshops to measure Mongibello’s internal communication.
At the same time, I was in charge of general office administrative functions, such as making draft correspondence, preparing national or international trips, being ready for electronic equipment updates within the office, foreign purchasing, reservations and looking for key points of contact in each of the Esquenazis travelled to.
Coordinate, alongside the Talent Manager, contracting, arrival and development processes, as well as analyzing the company’s social responsibility and promoting the welfare department as a key tool for personal development, establishing help strategies to generate a sense of belonging and lower staff rotation indices.
As well as this, maintaining good relationships between the company and our clients in Costa Rica and Central America, and being in charge of an important tender for plastic products alongside the commercial and legal departments.
I was responsible for internal communication, drawing up and revising communications strategies as well as general management, creating news bulletins, advising the company’s Manager in official meetings and lobbying in search of new business.
Raise awareness about the company; change the Mission, Vision and Organogram, as well as adding more internal channels of communication aside from bulletins and note boards. In order to do so, we made the most of the intranet, using the homepage and e-mails to involve employees more and, for employees who did not have access to the network; we made cufflinks, key-rings and other everyday objects with corporate catchphrases on to encourage a sense of belonging to the company.
I had three direct reports. The company had 138 employees.
Design and implement communications strategies to provide support to the Talent Department during negotiations which, at that time, were taking place between the trade union and the company. I made the first suggestions for the creation of a communications department within the organization, being as there had not been one until then and all communications strategies had been independently managed by regional Human Resources Departments. The Human Resources Manager for Antioquia and I suggested to General Management for the first time the need to create an independent Communications Department that would report directly to General Management and not to Human Resources. Whilst there, I created the internal Notibrinks Bulletin for each region with corporate unity and support for the Welfare in the Workplace, Occupational Health and Training Departments. I created the corporate voicemail message in cooperation with the Customer Services Department.
I was in charge of internal publication El Valor (The Value) and responsible for a confidential project that worked towards organizational change and a sense of belonging to the company.
I was responsible for internal communication, drawing up and revising communications strategies as well as
general management, creating news bulletins, advising the company’s Manager in official meetings and lobbying in search of new business. Raise awareness about the company; change the Mission, Vision and Organogram, as well as adding more internal channels of communication aside from bulletins and note boards. In order to do so, we made the most of the intranet, using the homepage and e-mails to involve employees more and, for employees who did not have access to the network; we made cufflinks, key-rings and other everyday objects with corporate catchphrases on to encourage a sense of belonging to the company. I had three direct reports. The company had 138 employees. belonging to the company.
courses: 2010. (Short course in PR)