Tech

A successful escalating career with increasing accountability of more than 20 years working in the Human Capital Area from world class organizations which include companies from Pharmaceutical, Consumer Goods, Engineering & Automation, High Tech, Telecommunications & Technology, performing & leading diverse functions from the Human Capital Area. A proven track record implementing new processes such as Diversity & Inclusion, Talent Attraction & Talent Development and Strategic Human Resources Processes for world class teams.

Experience managing the HR Function with Outstanding Results, strengths include; Leadership, Talent Management & Development, Team Building, Strategic Planning, Creating an Inclusive Culture, Inspiring Trust, Collaborating & Influencing. Wide knowledge of multicultural processes and working methodologies.

Led strategic redefinition of México’s HR Function resulting in record profitability for the subsidiary during 7 years in a row. Coordinating, developing & leading the functions of: Talent Attraction, Organizational Development, Compensations, Communication, & Labor Relations with the HR team across the entire organization, as well as providing coaching to the Sr. Management Team on HR Matters to promote Business Transformation, Commercial Excellence and Digital Transformation.

•	Transformed Human Capital to become a strategic partner, focusing efforts on Talent Attraction & Development / Career Path Plans / Sales Effectivity and Commercial Excellence. 
•	Reduced voluntary turnover levels from 32% to 12% during the first 8 months of my management by delineating and implementing a Communication & Total Rewards Strategy to improve the labor  environment & obtain a better market competitiveness and decreasing the regrettable attrition rate as low as 3.5% in 2018 and maintaining this rate until 2019.
•	Increase of Colleague Engagement passing the indicator from 30% in 2011 to 75% in the following 18 months & reaching 90% in 2016, passing from being the worst operation worldwide to being ranked as one of the 3 top operations worldwide and a benchmark on this indicator.   
•	Recognized with “Pride Award Prize” – Prize delivered by the CEO of the Company, recognizing the Mexican Operation as the Best Global Operation Worldwide for outstanding results in Profitability, Organic Growth, Working Capital Turns and Talent Development in 2018.  
•	Successfully led and consolidated in México the merging of Stanley & Black & Decker in 2011 & business acquisitions of Aeroscout (2013), Irwin, Lenox & Craftsman (2017) & Nelson Fasteners 2018.
•	Delivered 5% increased margin to the organization passing from 28% to 33% by acquiring pivotal talent through skill set definition and competencies in a revamped pricing strategy.     
•	Designed the Strategic Workforce Planning process and Talent Acquisition Strategy to enable digital transformation by supporting the development of e-commerce & digital areas in Mexico, passing from $0 to deliver $25 MUSD in 3 years. which represented the 7% the total revenue in México. (this model was shared and replicated in Latin America by other SB&D Operations)  
•	Led in 2017 the successful implementation of the digital strategy for virtual trainings web based for our back office, marketing team, sales force and distributors, increasing their sales effectiveness and profitability by developing the skills required to become a consultative sales team for end users.
•	Led the upskilling & reskilling strategy for SB&D México workforce to prepare the company for the digital transformation & exponential growth lived by the company as result of the 3X Strategy in México.
•	Led in 2018 the change management strategy to implement successfully Artificial Intelligence (AI) for our sales, marketing, supply chain areas & our distributors to increase sales effectiveness and profitability using this innovative technology, which positioned SB&D México as the first mover in our industry, growing the sales 10% as result of this initiative.  
•	I developed & implemented the “New Variable Compensation Model” for the Marketing Area & Sales Force, which increased the company´s sales as follows  (Sales Growth USD= 2011=12%, 2012=17%, 2013=8%, 2014=11%, 2015=6%, 2016=25%, 2017=14%, 2018=60%, 2019 =35%).
•	Redesign of the Variable Compensation System of the Latin America Group (México, Chile, Perú, Argentina, Brazil, Colombia & CCA) to enable the business productivity & assure the delivery of commitments with Corporate in terms of OM & Revenue for 2019.
•	Develop & implementation of the Strategic Human Resources Plan for México, which allowed us attract, develop & retain the talent base to support the business growth in México & assure business continuity and export from 2014 to 2019, 19 High Potential Employees for Key Positions to different countries in the world. Additionally, from 2016 to 2019 the Mexican operation had 4 times in a row the distinction of have the “Eagle Award Winner”, which is a recognition delivered by the CEO to the most valuable performer of the company on a worldwide basis.
•	I developed the Diversity & Inclusion Strategy which allowed us pass from have in 2011 just 5% of the Headcount covered by women in México to become benchmark on Emerging Markets by increasing their participation reaching in 2018 the 30% of the Headcount and 35% of the managerial positions covered by women & also I implemented an Inclusion Strategy for LGBT Community in SB&D México. 
•	I led successfully on 2012 the spin off process of the HHI Division from SBD to Spectrum Brands.
•	Develop & implementation of the Talent Attraction Model of the Company, which allowed us to improve the service level to cover open positions & also generate savings around $950,000 USD during 8 years through reduce the use of Headhunting services. 
•	Implemented successfully the Corporate Social Responsibility Strategy of Empower Our Makers through develop alliances with technical schools such as EDAyO & ICATI to support through that vulnerable groups such as elder, women and disable people by improving their quality of life through training them for job and allowing them increase their income levels & increasing at the same time our business size through brand activation and developing and increasing the baseline of professional end users. (this program was replicated in Latin America & Used on a Global Basis as Benchmark).


Human Resources Director

POSITION:  Human Resources Director.                 REPORTS TO: General Manager /Regional H.R. Director 

Develop & implementation of the HR Function in Mexico’s subsidiary, coordinating, developing & Leading the functions of: Staffing & Selection, Payroll & Compensations, Communication, Training, Labor Relations & Organizational Development with the HR team across the entire organization in Mexico, as well as guiding the directive team in all HR matters. Direct Headcount: 03 People / Indirect Headcount: 350 People.

?	Design & development of the Human Capital area for Anixter Mexico (from scratch)
?	Develop and establishment in 4 months of the company`s salary structure, obtaining through this a better wage internal equity, market competitiveness, and reduction of the personnel turnover in 15% during the 1st year. This model was implemented on a regional basis for the LA Region after one year of proved success & results in México.
?	Delineate and implemented the company’s communication strategy to improve the labor environment, and reduce the personnel turnover level, through the design and application of communication and action plans.
?	Led successfully the merging process of (QSN) with Anixter México with no labor risks & keeping high the moral of the employees to maintain the team’s productivity & the Company’s profitability. 
?	Implementation of career paths for key personnel which allowed the company to identify key talent performers & prepare the succession plan of critical positions in Anixter México.
?	Implementation of career path plan for the Inside Sales Area, allowing the company to reduce the turnover (Internal / External) of personnel in this core area of the company & developing & retaining the talent base through this strategy. This model was exported to the APAC (Emerging Markets) Region & USA, to be implemented in other 2 divisions of the company (Fasteners & Wire & Cable).
?	Develop & implementation of the Talent Attraction Model for the Company, which allowed us to improve dramatically the service level to cover open position & also generate savings around $250,000 USD through the reduction of the use of Headhunting services during the 4 years of my management. 


POSITION:  Human Resources Manager.            REPORTS TO:   Plant Director/H.R. Vice-President for L.A. 
Coordinate and develop of the functions in the work areas such as: Recruitment & Selection, HS&E, Payroll, Training, & Labor Relations for 1 manufacturing plant. Direct Headcount: 01 People / Indirect Headcount: 250 People.

?	Develop and implementation of the career path for the plant’s key colleagues, and their replacements, supporting business growth strategy and reducing the dependency of Headhunters to cover key positions. Also, through this strategy I assured the business continuity by preparing the next generation of leaders.
?	Delineate and implemented the company’s communication strategy to improve the labor environment, and the communication between the Company & Union, creating through this the conditions to close the bargaining process of 2006 in 4.5%, which was 1.5% less in comparison vs. 2005. It saved the company $95,000 USD during that year.
?	Improvement of the labor relations, labor environment & communication between the Unionized personnel & the Company through the development & implementation of a communication model where the union representatives were trained to develop a business vision, to make them analyze & understand the impact of the wages negotiation process in relation with the cost & competitiveness of the company, facilitating through this the bargaining process.
?	Increase of 25% of the “Colleague Engagement” in one year according with the Pfizer’s Global Colleague Engagement Survey, passing the indicator from 56% to 81%. This improvement was recognized & awarded by the Corporate Headquarters as one of the branches with the highest colleague engagement in the World.
?	Coordinate the spin off process of the manufacturing plant from the former structure of PCHC (Consumer Health Care Division), which was sold to J&J & also I led the process of creation of the new company that remained with Pfizer & kept the employees into Pfizer’s Structure (Capsugel de México), also I negotiated with the Chairman of the Union & the National Board of the Union to move on this process, in order to allow both companies (Pfizer & J&J) go along with this process without any labor & risk & also keeping the team productivity & a high moral. As result of this spin off process I designed the new salaries & benefits structure for the “New Company” for both groups (Unionized / Blue Collar & White Collar employees)


Human Resources Manager

Find out detailed information about Edgar Carrera Bautista,  in Ecatepec, MEX

Edgar Carrera Bautista: in Ecatepec, MEX

Edgar Carrera Bautista