Evelyne Van Vosselen

- Currently Sr Global HRBP at Barry Callebaut, supporting the transformation and restructuring

- Ad interim Head of HR at the European Climate Foundation: redesign of the HR function, hired the full HR Leadership Team, launched foundational HR processes - Vector Partners - Talent Acquisition (UK) Non-Exec Advisor for The Talent Sandbox (new company/product launch);

- SGS (Switzerland - global assignment) Review the Talent Management & Succession Planning approach - coach for the Learning function

• Team of 9 reports, 5 in the Centers of Excellence, and 4 regional HR leaders (US, Europe, Australia, HQ/Central Functions);

• End-end global HR management;

• Build the foundations from a blank page in all core areas of HR - launch of the Total Compensation/Equity approach update.

• Team of 4 reports (2 in India, 2 in Belgium)
• The role reported to the CHRO, very close and strong partnership with the CEO and Management Board

General

• Implement Broad Banding in Compensation (incl Works Councils agreement) & eliminate Hay grades (2016 – 17) • Integration of Emerging Markets: CIS – Middle East – Africa – India (2017 – 2020) • Alignment with CoE Rewards & Analytics (strategy & approach) • 2018 – 2020 Internal communications (HR & non-HR) / 2021 Employee Value Proposition

Learning & Development – strategy & tactical approach

• Global Leadership Development Program (LBS) & NEXT 100 (Global Top Talent regional program - design & implementation) • Leadership Capability Development Framework, design & ongoing implementation - Top 100 Leadership Meeting (2x per year, virtual and face-2-face) • Implementation SuccessFactors LMS (Go-Live July 2017) – incl. localization & all standard processes • Design & implement: 360 (2020) - coaching & mentoring (2021) - program development and roll-out (# delivery formats) – Launch LinkedIn Learning, Communities of Practice

Talent Management - design the strategy & talent review process

• Implementation of SuccessFactors Succession Planning (Go-Live April 2017) • Successful launch of Talent Review process & EMIA- wide roll out in 2018 Performance Management - continuous improvement • Launch & roll out of Continuous Performance Management (2020) & Goal Setting, pilot to remove the rating principle (2021 – 22) • Launch of OKRs (Objectives & Key Results) for all Strategic Initiatives with tangible impact on the bottom line (2020)

Organizational Development

• Owner of the Culture & Engagement survey including follow-up action planning– move to monthly Pulse Surveys (2021) • Creation of Digital Capability Assessment (in-house) & Development Paths (2019) • Design & launch EMIA-wide Smart Working Framework (hybrid working/Covid-19) – Wellbeing (2020)

Talent Acquisition

• Introduce Talent Insights (2019) for enhanced sourcing • Review the assessment approach for internal & external talent (2017)

DEIB - Sustainability

• Global Sustainability Committee – People Working Group (redesign of the global guidelines) • Sustainability Leader for Key Opportunity Area ‘Our Society & Our People’ (Develop: Volunteering – launch of ERGs (2021) – Carbon Footprint – Education) – Launch DEIB Statement and Strategy outline EMIA

• Team of 5 reports
• The role reported into a vacant CHRO position that was not filled anymore due to the acquisition by Marriott which resulted in the closing of all central hubs, making all support functions redundant
• Focus on preoutplacement for all functional staff
• Leading the core people processes: Performance, Development, Engagement Survey, 360 Feedback; Divisional / Regional Staffing, including the quarterly bench review process/succession planning & rotation for General Managers (ca 262 hotels); Leading the delivery of key development programs and coordinating the Orientation program for the Brussels Divisional Office; Selection and development of young talent: Vita Futura/Finance Futura programs; Working on Internal Communications actions for Human Resources projects (Strategic Workforce Planning, Mentoring, Female & Executive Development Program).

• Team of 2 reports (in Prague, Czech Republic)
• The role reported to the VP of EMEIA Talent, Learning & OD
• Member of the global Ingersoll Rand University
• Learning & Development: Strategic Learning Needs Analysis and Plan for EMEA; Tailored sourcing and design of additional, non-global training offerings;
• Organizational Development: Building OD Capability in the HR Community on the global level - Power Tools EMEIA full organization redesign (incl Strategy design) - global Leadership Journey with the Center for Creative Leadership; Thermo King Distributor Women Network; Sales Excellence success profiling; Talent Management:
• Support to all Strategic Business units for all core People Processes

• Until close of the European HQ - supported the collective dismissal process
• Until the announced restructuring: design & implementation of the CoE of Learning & Development (strategy - structure - process - shared services)

Following 9/11, the Dow Jones Group launched a global restructuring and I outsourced the work my team did and eventually made my own role redundant.