HR strategy is developed in accordance with business strategyHR processes audit is conducted (24 processes, 300+ parameters) with detailed executive summaryHR initiatives backlog is formed, urgent initiatives are launchedHR team is reorganized: HRBP areas of responsibility were redesigned, recruitment resources enhanced, low performers replaced, development plans for high performing and high potential employees were establishedOrganizational structures in business units are redesigned and optimized, several employee dismissals were conductedExternal succession pool formation for key roles has been launchedUpdated employee benefits package is developed and rolled-outIntroduced Performance Improvement Process for low performers and properly explained to people managersNew communication formats with employees were launched (All Hands, BU meetings) to fix lack of top-down informingCorporate culture enhancement plan is developed and strong external vendor is selected to help.

Team - 4 employees, org. size - 40,000 FTE-Implemented Strategic Workforce Planning from scratch, for 3 years horizon, in 24 months-Significantly optimized employee performance evaluation in 18 months-Above mentioned achievements are recognized as outstanding among 12 countries of Leroy Merlin presence. Strategic Workforce Planning (SWP):-Identified critical skills and headcount changes required for Digital, Data, Stores & Supply Chain, through 4 studies covering 30,000 employees-Prepared 3-years skills & headcount transformation plans for 30+ critical/mass roles, in cooperation with HR centers of expertise-Helped to plan the size of recruitment & training teams to cope with future needs-Combined strategic and operational workforce planning into one sequential process to enable tactical decision making in recruitment & training, in line with Business & HR strategies-Introduced SWP planning tool and educated 120+ store HRBPs to use it.Performance Management:-Conducted UX research, workshops, interviews with employees and management to clarify needs-Established international project involving experts in France and Russia to define methodology, process map & IT solutions-Created dozens of profiles with clearly described competencies, together with HRBPs-Launched optimized software within incredibly tight deadline-Trained employees to use the software, arranged user support . It enabled:-Workforce planning to be more consistent across Leaders, HR & Finance-To have hiring, re-skilling & upskilling plans to meet business needs on time & cost-effectively-To justify new office space opening decisions, including St. Petersburg office for 400 FTE-To optimize time and cost by ~30% within 18 months in goal setting & evaluation, feedbacks exchange, individual development plans tracking, using new software and simplified approach-To grow skills in my team: my subordinates were considered as high performing and high potential & appointed to higher roles.

Team - 2 Project Managers. Projects:1. Transformation of classic retail salesforce skills to conduct sales in omnichannel environment, contributing to increase of sales, average purchase size and customer satisfaction:- Teach tore managers to build store processes based on Customer needs, - Teach sales consultants to provide exceptional Customer service in omnichannel environment- Increase training relevance for salesforce by building efficient communication between stores and T&D team2. Organizing support for employees during the pandemic to reduce absenteeism and keep up to sales targets. Results & achievements:- Helped to identify 20+ pain points of the Customer Journey, 10+ inefficient or missing processes in a daily routine of store managers, 6+ competencies that affect efficiency- Developed a 3-day training with practical modules, tested them in 2 cities and handed over to T&D team to consolidate them into country-wide regular training programs for store directors (120+ FTE) and managers (1800+ FTE)- Created a community of 30+ “Learning Partners”, consisting of store directors and other managers, in order to generate training requests, provide feedback on training products, evaluated its effectiveness and develop new training ideas- Launched 5+ efficient feedback tools to provide training products enhancements- Implemented a media plan with training news digests & articles, videos, best practices, learning progress data, top results recognition, thematic online conferences, groups in the corporate social media with 5000+ subscribers, etc. with response SLA less than 7 hours- Organized a project team of 15+ employees in 2 weeks and started the process of daily calls to employees to identify those who needed help. The team made 5,000+ calls in 2 months, assisted 200+ employees, organized 30+ emergency hospitalizations. Data from these calls was automatically consolidated & transferred to store HR teams for further usage.

Tasks:Operational HR support for the international expansion of Yandex.Taxi (250+ FTE) to CIS, Africa, Baltic countries:-Recruiting Country Managers and local teams within tight deadlines prior to country launch-Establishing optimal employment schemes, ensuring compensation and benefits provision for each country-Improving effectiveness of distributed teams through high-quality recruitment, adaptation, performance evaluation, rotations, effective communication and conflict-free layoffs-Managing budgets and other operational HR processes. Supporting UBER employees in all HR aspects during M&A with Yandex, establishing HR processes in a new legal entity:-Finding new roles in Yandex for UBER employees (200+ FTE), ensuring that guaranteed working conditions are provided for 1 year after the merger-Ensuring conflict-free and mutually beneficial terms of dismissal for those who are not satisfied with the new roles. Results & achievements:-Carried out roles matching, 3 months before the merger, in line with business needs, making it possible to offer equivalent or bigger scope roles to ~90% of FTE and ~30% of non-FTE-Kept all benefits for UBER employees for 1 year after the merger with Yandex, increased the total value of benefits for UBER employees in Yandex by ~15% -Held 15+ successful layoff negotiations with top managers, avoiding conflicts and court cases-Recruited & onboarded General Managers within 2 to 6 weeks in Uzbekistan, Kyrgyzstan, Moldova, Armenia, Israel, Côte d'Ivoire, Ghana, Estonia, Latvia & Finland. 90% of employees have passed probation periods of 3-6 months-Organized mass vacancies closure within 30 days-Managed legal aspects employment, payroll and benefits provision in each country, ensuring convenience for employees and minimized legal risks-Contributed to teams efficiency increase by ~20% via reducing turnover, making rotations, enhancing communications, organizing team building activities & collaborating with opinion leaders.

Team - 1 HR Coordinator. Tasks: HR support for managers and employees (200 FTE) at UBER during exponential business growth in Russia, CIS & Eastern Europe, managing HR aspects of UBER merger with Yandex:-Ensuring compliance of HR processes with Russian Labor Legislation-Improving new employee onboarding, providing proper speed & quality of support for managers in recruitment, performance management, talent pool, engagement and C&B aspects-Managing HR part of UBER & Yandex merger deal: teams integration, C&B, HR compliance, 3-way communications between Yandex management and UBER employees & management in conditions of uncertainty and lack of data transparency. Results, achievements:Prior to the announcement of UBER-Yandex merger:-Launched onboarding program for newcomers: 50+ employees have passed it within 8 months with NPS above 80%, 0 probation period failures-Organized HR documentation & processes audit, eliminated critical risks in 1 month, average risks in 2 months, fixed payroll and benefits issues- Took HR administration in-house from outsource to ensure control over compliance: hired an HR Coordinator, purchased software & equipment, launched convenient employee service processes. Optimized HR admin cost 30%, increased the speed of transactions by ~1.5 times, ensuring compliance and employee satisfaction-Helped managers to solve 20+ complex performance & communication issues. After the announcement of the merger with Yandex:-Developed and implemented communication tactics with UBER employees in offline and online formats-Helped to create business functions mapping to understand the best organisational design after the merger, discovered bottlenecks and possible solutions-Did a comparative analysis of the benefits packages between UBER & Yandex, identified differences and options for their unification after the merger-Prepared a step-by-step action plan to ensure payroll and benefits continuity from day 1 after the merger.

HR Team - 3 HR specialists. Site Headcount - 500+ FTE. Teams: Production, Quality Control, Engineering, Technical Maintenance, Warehouse; Finance & Planning, IT, Sourcing.Tasks: HR support of the production site (500 FTE) transformation and optimization:-Intensive hiring for key managerial roles; HR processes optimization-Handling dismissals due to reorganization of structures and low performance cases; improving communication with employees. Results, achievements:- Hired 10+ Leaders in Plant Director's team, 30+ specialists, incl. rare & specific technical professionals, in the conditions of the site's remoteness; optimized hiring speed by 1.5 times- Successfully processed 30+ layoffs, 40+ rotations and role changes-Introduced a new format of offline meetings between plant managers and teams; solved issues with shift schedules-Eliminated pain points in benefits packages that affected employee satisfaction (issues with vacation, medical insurance, meals, transportation). It allowed:- To find solutions for long-standing organizational and technical issues, improve teams efficiency & eliminate sources of destructive atmosphere in teams;- Increase the attractiveness of the site as an employer.

Headcount - 300+ FTETasks:Ensure sales team staffing and smooth HR processes during business transformation, managing HR processes on a one-stop basis for managers and employees, with a focus on building a talent pool:-Timely closure of vacancies at all levels; formation of a talent pool for unique roles of Divisional Managers and Trainers-Optimizing recruitment speed and quality; identifying & eliminating high turnover reasons;-Managing other HR cycle processes (performance & talent pool management, salary reviews, etc.) Results, achievements:-Created detailed profiles for 5 key roles in sales, helped to create profiles of 14 sales-affecting roles in marketing & supply chain, based on interviews & focus groups-Developed an assessment center consisting of tests, business cases, group games, etc.-Formed and trained a team of 27 assessors; conducted 15+ assessment events covering 320+ participants, identified 10 ready candidates, & 35+ potential candidates with readiness to be appointed in 1-2 years-Closed 30+ vacancies with ~28 days average closure time & more than 90% of newcomers having passed probation periods-Contributed to reducing annual turnover from 23% to 8.5% within 20 months-Ensured quality and timeliness of HR processes: performance management, talent reviews, individual support for employees in the talent pool, managed low performance cases, promotion decisions, rotations, replacements, retention cases, etc. It allowed:-To define uniform selection criteria for business-specific roles-To introduce effective candidate assessment tool, which reduced the time and cost of hire, enabled career and training opportunities for internal candidates pursuing higher roles-To select 45+ internal candidates for the talent pool-To staff teams required for business transformation-To assist managers in promoting a culture of career development within the organization.

Headcount: 200 FTE. Sales, Marketing, Customer Service, IT.+used to be Acting HRD of Kazakhstan & Kyrgyzstan for 8 months in 2014, managing a Team of 6 employees (HRBP, C&B, HR specialists). Tasks: HR support of sales growth & marketing localization in Kazakhstan and Kyrgyzstan:-Recruiting & onboarding local marketing team from scratch, helping new sales director to optimize the team-Leading & optimizing performance management, talent pool formation, HR communications, C&B and employee engagement Results, achievements:-Combined roles of HRBP & HRD of Kazakhstan and Kyrgyzstan for 8 months: supported CEO and CEO-1 in recruitment, adaptation, performance management, successors development, etc. Ensured continuity of all HR functions-Hired 40+ employees to the new marketing team & 20+ to the sales team; 85% of employees have passed probation periods, saved ~$40,000 of recruitment budget per year-Trained CEO-1 team (15 managers) to conduct competency-based interviews by creating and running formal training & supporting each manager individually in real hiring cases-Implemented 3 regional projects to develop recruitment and assessment tools-Optimized adaptation of new employees using individual approach, considering functional specifics. Brought eNPS to 90+% with a predominance of positive feedback-Organized 10+ successful initiatives to increase employee engagement, confirmed by Company awards-Introduced 20+ solutions to optimize organizational structures and motivation schemes- Carried out 10+ employee layoffs, settled 5+ cases on ethics and compliance, ensuring 0 appeals to the state labor inspection / courts-Optimized costs for recruiting agencies by ~60%, improved post-payment conditions from 15 to 45 days;-Introduced new leadership competencies in all HR processes, from recruitment to performance and talent assessment, trained managers to assess new competencies-Optimized HR communications with employees, confirmed by numerous positive feedback.

Headcount - 800 FTE. Tasks:-Developing and coordinating HR processes in a rapidly growing bank, HR partner support for managers and employees of marketing, IT, and other teams for all HR issues. Results:-Implemented health insurance and other benefits from scratch for 800+ FTE, ensured smooth benefits management for 3 years-Coordinated training events and budgets-Managed employee records independently for 150+ FTE - everything from timesheets to employment contracts, orders, etc.-Developed and launched a variety of HR policies in recruitment, training, compensation and benefits, dozens of job descriptions, org. structures, and other formal documentation.

Tasks:-HR support for trade marketing and distribution functions in gaining market share by managing training agenda for distribution / field employees and quick closure of vacancies. Results:-Implemented sales skills training for 300+ sales & merchandising representatives in 8 months: partnered with external provider, selected & educated internal trainers, launched regular on-the-job training processes-Closed 20+ vacancies-Introduced an onboarding program for new employees.

Flight attendant crew management on domestic and international flights: pre-flight and post-flight briefings, safety & service control during flights;Coordination with airport ground services and pilots;Control over passenger & crew safety measures in flight;Ensuring best in-flight service for passengers.

Russian-English translations of HR documentation; Translations for foreign guests and employees of the plant.

Advisory support for students, registering for TOEFL, GMAT, GRE, SAT exams.