- Throughout more than 20 years successfully implementing corporate an BU HR initiatives linked to global KPI´s to achieve business goals in the short/mid & long terms resulting in significant earnings and savings (EBITDA>50%; Free Cash Flow generation>20k MUSD/year; Productivity Indices & Market Share increase).Skills: - Outstanding experience in designing & executing initiatives related to HR both, at a Corporate & BU level.- Solid capability to optimize size/cost of workforce against business profitability indices (fixed & variable HC costs vs income & EBITDA).- Proven knowledge in implementing OD initiatives (Design/Redesign of Organizational Structure, Jobs Valuation, Conflict Management, HR policies, internal communication).- Extensive practical knowledge in the implementation of Labor Climate surveys, Group/Talent Performance Appraisal Systems based on profitability objectives.- Sufficient experience from the HR perspective, in the implementation of organizational special initiatives (including their crisis and transition phases in events such as Mergers, Acquisitions, right/downsizing, initial public offerings - IPO-).- In-depth knowledge of local HR labor regulations.- Excellent knowledge and experience in executing all HR duties, this includes: - Recruitment & hiring - Onboarding - Performance management. - Learning & development. - Succession planning. - Compensation. - HR information software (HRIS). - HR data analysis. - HR problem solving skills. - Union-Company Relations.I guarantee results by reducing/optimizing:- Absenteeism rate: through the right working design.- Overtime: monitoring the employees' workload.- Training costs: analyzing the investments assigned.- Employee Productivity: tracking overall workforce effectiveness.- Talent satisfaction: ensuring that employees satisfaction in the long term.- Cost/hire: finding the perfect fit.- Recruitment conversion rate: finding the best recruitment practice.- Opened positions coverage time: controlling the time needed to find new Talent.- Employee turnover rate: adjusting retention efforts.- Talent turnover rate: evaluating the changes of key personnel.- Layoff rate: finding out if the right employees are being hired.- Ratio of women to men: promoting gender diversity, inclusion programs.- Average time of stay: monitoring employees time of permanence.David César de la Vega Bautista- Mobile: 55 4475 3768 - e´mail: cdelavega@live.comKey words: Workforce PlanningTalent ManagementEmployer BrandingLeadership Development
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Human Capital DirectorCima Group Feb 2022 - May 2023Manzanillo, Colima, Mexico- In within a year, implement a comprehensive organizational development plan, which includes intervention areas ranging from strategic Talent planning, design of the organizational structure (horizontal model), personnel attraction and development, training, performance evaluation system, succession plan, human resources policies, communication, organizational culture and corporate identity. -
Human Resources DirectorCmsa Manzanillo Jul 2016 - Jul 2020Manzanillo, Colima- Within a timeframe of 3 years, an outstanding Organization restructuring generating 5MUSD savings/year vs expected 2MUSD; it consisted of both, manpower rightsizing (350 to 250 employees) & benefits costs adjustments. - Successful collective Union-Company bargaining negotiations privileging a variable vs fixed Manpower cost model (40% vs 60%). - Successful organizational restructuring of both, senior management (7 directors to 4), and first layer managers level (11 managers to 8), ensuring business continuity throughout the 4 years of transition duration.- Key roll in the creation of the Company Performance Appraisal Method linked to the Corporate KPI´s overachieving them every year: EBITDA > 50%; Free Cash Flow generation >20k MUSD; Crane Productivity > 80MPH/Hour and Manzanillo Port Market Share > 30%.Skills implemented at Work: Business Orientation, Coaching, Conflict Management, Customer Orientation, Developing Employees, Innovative Power, Listening, Negotiating, Networking, Planning and Organizing, Problem Analysis, Results-Orientedness, Stress Management. -
Socio-DirectorEvart Consulting S.A De C.V. Aug 2012 - Jun 2016Pestalozzi 1204 Desp. 802 Col. Del Valle- Founded EvArt Consulting firm with highly profitable exit.- Develop a business HR consultant model known as “Sensogestión” in which Art and business key performance indicators (KPI´s) are mixed to detonate deep Organizational cultural changes in line with the Company employee engagement needs, HC budgeting, employee relations, personnel management and teamwork boosting.Skills implemented at Work: Accountability, Adaptability, Assertiveness, Business Orientation, Coaching, Commercial Power, Conflict Management, Controlling Progress, Creativity, Customer Orientation, Decisiveness, Delegating, Developing Employees, Flexible Behavior, Innovative Power, Listening, Negotiating, Networking, Planning and Organizing, Problem Analysis, Results-Orientedness, Stress Management.
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Senior Regional Human Resources ManagerAgc Automotive Americas Jan 2008 - Jul 2012Hebron, Kentucky. Us- In 2008, planned and successfully executed a HC reduction of 300 associates out of 1.7k (15MUSD/year savings).- Outstanding performance during the Flat Glass Division (10 BU; 3k employees) and Auto Division (13 BU and 1.7k employees) merger executed in 2 years. - Keep a Co. Union-free status along all facilities in the region (annual savings over 20MUSD/year).Skills implemented at Work: Accountability, Adaptability, Assertiveness, Business Orientation, Coaching, Commercial Power, Conflict Management, Controlling Progress, Creativity, Customer Orientation, Decisiveness, Delegating, Developing Employees, Flexible Behavior, Innovative Power, Listening, Negotiating, Networking, Planning and Organizing, Problem Analysis, Results-Orientedness, Stress Management. -
Country Hr ManagerAgc Glass Company North Americas Feb 2002 - Dec 2007Guadalajara, Jalisco. México- Effective new HR business model planning and implementation at AGC Automotive for its operations in México; it consisted of the following two strategic actions resulting in more than 20 MUSD/year savings: - Closure of the Automotive fabrication plant: - 12 production programs fully transferred to US plants (capital assets included). - Staggered termination of 450 employees without any production 0r labor legal concern. - Remaining assembly operations set up and production continuation: - Successful mass production new program launching. - On time production assets (approx. value 5k MUSD) transferring to Group China facility. - Global Human Resources continuous key participation at Asahi Group (AGC Automotive) meetings handled in several locations in Europe, Asia and America to discuss HR global initiatives and trends which outcomes among others, “Asahi Way” new Company culture Philosophy and the Group Succession Plan System. - At AGC Automotive México, a reduction of expenses known as “Gasto Hundido – Sunk Cost” with an efficiency of 60%/year: - Absenteeism, Robbery, Labor Risk Factor Rate and Turnover significant reductions. - Year Turnover rate reduction: from 6.8% to 0.58% annually. - Year Incidence rate reduction: from 6% to 1.5% annually.Skills implemented at Work: Accountability, Adaptability, Assertiveness, Business Orientation, Coaching, Commercial Power, Conflict Management, Controlling Progress, Creativity, Customer Orientation, Decisiveness, Delegating, Developing Employees, Flexible Behavior, Innovative Power, Listening, Negotiating, Networking, Planning and Organizing, Problem Analysis, Results-Orientedness, Stress Management. -
Corporate Hr DirectorEl Cid Resorts Mar 1999 - Jan 2002Mazatlán, Sinaloa. MéxicoWithin a record time of 2.5 years, some of the outcomes are: - Creation of the Group Organizational Development Area.- Creation of the Recruitment Department.- Creation of the Training and Development Department.- Creation of the Internal Communication an Organizational Culture Department.- Creation of the Health Department. - Creation of the Recreational and Sports Department.- Design of the new Organizational Structure integrating 10 business units in a functional model leaded by a corporate unit. - Note: for each department a minimum of 5 action plans have been created, all of them measurable by indexes like culture, organizational and financial impacts.- Modernization of the Group Administrative HR Area.- Creation of Salary and Wages Systems (salary by ranges, benefit policies, etc.).- Creation of Benefits Programs for both, operative level (transportation, social benefits, automatic payment, etc.), and executive levels (stocks plan and Retirement Plans, Variable Payment Programs depending on Group, Department and Individual Performance, etc.)- Collective and Individual Bargaining guidelines.- Activation of the Hygiene and Performance Committees. • Administrative simplification thru reengineering and automation techniques.- Design of the new Group Organizational Structure.- Participation in the implementation of ISO 9001 Quality system.- Sponsored various Continuous Development Initiatives (i.e. 8 disciplines AMEF and 5´s plus one technique).- Participation in the project known as “Matrix” in which the reengineering and automation thru the use of the integral software “COAH” (informational integral system based in data warehouse creation). This project was counseled by Arthur Andersen Group.- Determination of labor force size based on time and movements method.- Solid participation in the Group Annual Strategic Plan process.Skills implemented at Work: Accountability, Business Orientation, Coaching, Delegating, Developing Employees.
David Cesar De La Vega Skills
David Cesar De La Vega Education Details
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Business Management -
Business Mangement -
Business Management
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Talent Management -
Human Resources Development -
Finance -
Marketing
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Stock Market Institute (Inbu)Stock Market
Frequently Asked Questions about David Cesar De La Vega
What is David Cesar De La Vega's role at the current company?
David Cesar De La Vega's current role is HR Director | Auto | Mfg | Logistics | Strategic Planning | Corp. Culture | World-Class HR Practices | Skilled in Comercial, Production, QA & Finance | English&German | Achievement Oriented | Let´s work together..
What schools did David Cesar De La Vega attend?
David Cesar De La Vega attended Instituto Tecnológico Autónomo De México, Universidad Nacional Autónoma De México, Imd Business School, Ipade Business School, Ipade Business School, Instituto Tecnológico Autónomo De México, Tecnológico De Monterrey, Universidad Panamericana, Tecnológico De Monterrey, Stock Market Institute (Inbu).
What are some of David Cesar De La Vega's interests?
David Cesar De La Vega has interest in Lectura, Astronomía, Teatro, Música, Filosofía, Historia, Cine, Física, Idiomas (Inglés Y Alemán) Y Deportes.
What skills is David Cesar De La Vega known for?
David Cesar De La Vega has skills like Capacidad Para Organizar Y Dirigir Equipos De Trabajo Multidisciplinarios.
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David César de la vega Bautista
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