Cedric Mollaret

Manage 4 Teams of 15 staff members and ensure that they are delivering the highest standard of delivered services. Development of the HR strategy, reengineering of employer branding and employer value proposition. Set & implement the strategic direction for Learning & Development, Talent Management, strategic recruiting, I&D. Develop, implement & improve key international HR process and standards for example, people development, talent management, succession planning, recruitment, psychometric tests, onboarding, Inclusion & Diversity, capability development, employee engagement & culture, mental health & safety. Implement business and culture change and transformation across all levels of the organization. Drive the OD & Development of the company including needs assessments, demand planning, workforce planning, recruiting, employee development, change and transformation. Redesign the annual appraisal process to support the implementation of a new culture. Lead the development of programs including career pathways, designed to develop internal talent including working closely with the organization. Collect and use meaningful feedback from talent programs to allow improvements and provide management information. Introduce new learning & development programs on an ongoing basis to support changing strategic objectives. Constantly follow the market and adjust trainings needs to be line with the people strategy, business needs and changing market requirements. Develop recruiting and talent attraction strategies and implement a targeted recruitment plan including attraction, sourcing, interview process, strategic workforce planning, and succession Planning. Develop an E2E Recruitment approach based on the employer value proposition; on-boarding process (first 120 days), Offboarding process. Build talent pipelines for current and future job opening and support sourcing activities.

- Established standardized learning journey for all business groups and roles with a focus on products, clinical, competitors and customers’ business knowledge, portfolio positioning through annual certification and continuous improvement cycles; ensured integration into the LMS; - Provide strategic leadership for learning in the market including developing a learning strategy in close cooperation with Philips University, HRBPs and relevant stakeholders within business; - Ensure Philips University offering meet needs of business and learners through regular quality reviews to determine gaps and to flag issues; - Designed and implemented a learning transformation strategy to make the organization more digital, more agile and more customer-centric; - Provided strategic leadership for learning, including developing a guiding thread between competencies, talent management, succession planning performance management and people development; - Acted as an important interface between the HRBP community, TM experts, market leaders, academies, IT, learning consultants and subject matter experts; - Developed appropriate and impactful learning interventions through blended solutions, which led to employee retention and development of critical capabilities; - Managed the “learning business” by outsourcing low-value learning functions and focusing on high-value initiatives; - Effectively interacted with German work councils.

Oversaw all aspects of strategic HR change initiatives within the direct and indirect channels for Sales, Services, Marketing, and Solutions, and managed two teams of 12 staff members. Designed and implemented a learning transformation journey for DACH, UKI, and Nordics to make the organization more digital, agile, and more customer-centric. Established a learning journey for all business groups with a focus on products, clinical, competitors, and customers’ business knowledge, through annual certification and continuous improvement cycles. Assessed organizational needs and collaborated with HRBPs and Operations leadership at 20 locations to develop solutions related to culture, change, leadership development & people development. Updated company sales competency model and connected the dots for various HR elements like capabilities, talent management, succession planning, performance management, and people development. Contributed to the assimilation of 2 acquired firms into the culture and HR processes in various locations. Created an onboarding process that reduced new employee ramp-up time by over 2 weeks. Modernized the learning ecosystem by taking advantage of learning technology; moved from a one-time learning event to a continual learning culture and lowered learning cost by 20%. Close work with the works council.

Oversaw a team of 10 staff members. Supported clients in undertaking competency audits, training need analysis, employee engagement surveys, and training programs. Acted as an important interface between the HRBP community, TM experts, market leaders, learning consultants, and subject matter experts. Designed and implemented tailored masters and Ph.D. programs delivered by leading universities in three countries. China: Peking University, Guanghua School of Management; Germany: The Berlin University for Professional Studies; United States: Woodbury University, School of Business. Reduced employee turnover within China’s Mercedes dealers from 65% to 25% per year.

Established this rapidly growing company’s first ever human resources strategy and plan covering 60 employees. Restructured policy and procedures & brought the company up to HR standards and compliance. Created a new compensation structure that improved employee morale & boosted performance. Streamlined hiring process saving 30% in recruiting cost. Introduced a new business model, which increased revenue by 27%. Created an environment of inclusion, open communication, and honesty during times of organizational change. Effectively interacted with German work councils during labor-management disputes.

- Design and implementation of the Lexus Academy in Brussel and the Infiniti academy - Partnering with local L&D directors and department leads to assess company-wide training needs, including ongoing development plans for each role and function within the business - Responsible for the successful design, development, delivery and management of learning solutions: face to face, blended-learning, e-learning, coaching, etc. - Led the team of instructional designers and subject matter experts, including consultants, coaches and trainers - Monitoring project performance in terms of budget, schedule, contracts, costs and margin - Measurement and assessment of the effectiveness of learning programs and their impact on the business, and making adjustments accordingly - Coaching employees and developing individual talents - Functional and disciplinary leadership of the team, recruitment, and motivation of the team

- Assessment, identification and prioritization of training requirements - Design of ad hoc curricula relevant to critical business initiatives and departmental or functional needs - Collaboration with subject matter experts to develop effective learning solutions and engaging curricula depending on the needs of individuals and departments - Delivering training in areas ranging from sales, leadership and marketing to professional and personal efficiency - Participation in the development and implementation of competency assessment

- Deployment of the sales department, recruitment of the sales team, and functional leadership of the calculation team - Acquisition of new customers and project management - Supplier analysis and evaluation including quotation - Functional and disciplinary leadership of the sales team, recruitment, and motivation

- Management of the Volkswagen and RVI (Renault Véhicule Industriel) portfolio from tender management to price negotiations with customers and suppliers - Coordination of the logistic, purchasing, and production departments through the implementation of more than 400 product changes per year - Analysis of the best practices and reengineering of the bid process - Project management and quality management

- Management of the Renault Véhicule Industriel portfolio - From tender management to price negotiations - Preparation for quality audits of Peugeot, Renault and Volkswagen Team leader of 3 colleagues

- Organisation of the export, import and transit business - Purchase and sales of transport services - Functional leadership of the team

- In charge of the administration department, and later of the communication department - Organisation of PR and marketing activities - Monitoring of the budget - President and founder of the association, Club of German-French Friendship

- Empirical thesis: ‘Refinement of a strategy for the penetration of the French market for a range of power supply systems’, Score: 1.5 - Analysis of the top five competitors

Competition analysis at international level for an electrical component