Edith B Van Egdom Email & Phone Number

Hoofddorp, Noord-Holland, Nederland

Amsterdam Area, Netherlands

Individuele loopbaan coaching en/of ondersteuning van organisaties bij vraagstukken over professionalisering vanuit HR en commercieel perspectief. In addition to individual coaching, edE Consulting supports organisations with all kinds of organisational challenges from both an commercial angle as well as an HR perspective. Specialised in HR, change management and project management, consulting and support can also be offered interim or as a project.

Hoofddorp

Begonnen binnen de Care divisie en recent ook binnen automotive alsmede voor Customer Services gesprekspartner inzake change vraagstukken, uitwerken van de people agenda op basis van de strategie. Participeren in Louwman brede projecten. Daarnaast samen met het management reguliere HR taken op het gebied van in-, door- en uitstroom.

Amsterdam-Zuidoost, Provincie Noord-Holland, Nederland

Amsterdam En Omgeving, Nederland

Amsterdam En Omgeving, Nederland

Amsterdam Area, Netherlands

Realiseren van veranderproces inzake servicegraad en klantgerichtheid. Herinrichten van, en leidinggeven aan team van 7,9 fte (15 medewerkers). Implementatie van standaardwerkorganisatie. Zorgdragen voor het naleven van procedures, bewaken en realiseren van service targets.Implement a change process regarding the service proposition and customer satisfaction. Team re organisation. Day to day managing 7.9 fte (15 employees). Implementation of a standard workforce organisation. Monitor the procedures and realising the KPI's regarding the required service proposition.

Amstelveen

Realiseren van vastgestelde targets en KPI’s door commerciële kansen te zien, ontdekken, benutten en uit te bouwen. Stimuleren van bijverkoop. Leidinggeven aan team. Zorgen voor ideaal bezetting in relatie tot omzetontwikkeling en de commerciële kansen. Kwalitatieve ontwikkeling van het team door individuele coaching. Bewaken van procedures, regels en richtlijnen van The Phonehouse, Mediamarkt en de Bijenkorf. Tripartite pilot met een shop in shop constructie voor commerciële mogelijkheden van The Phonehouse, Mediamarkt en de Bijenkorf, locatie Amselveen.Gerealiseerd: omzetgroei, vergroten van bijverkoop, realiseren van gewenste samenstelling van het team. Teamgevoel gecreëerd met ruimte voor individuele ontwikkeling, commerciële bewustwording, flexibiliteit en onderlinge feedback. Ontwikkeling van de verkooprol van het team. 3 Partite pilot cooperation between TPH, Media Markt and de Bijenkorf, location Amstelveen. Realising the commercial targets and KPI's. Discover and use opportunities and reorganise team both in quantity as in quality. Creating a strong commercial team through individual coaching that fits all the cooperating companies. Achieved goals: turnover growth, ideal blue print and team development.

Amsterdam Area, Netherlands

Simplificeren en herinrichting (kantelen) van de processen binnen de loon- en personeelsadministratie. Onderzoek naar outsourchingsmogelijkheden Achieve HR Process simplification through resolve bureaucracy and reduce the strong focus on control. Redesign processes and create innovation in general. More specific the redesign of the administrative HR Processes (personnel and salary administration). Research outsourcing opportunities. Stimulate cultural change within HR (evolve from operational, process and control driven into a value creating and innovative service department).

Amsterdam Area, Netherlands

V&D SPECIFIC Organisational development: responsible for strategic development programmes (V&D training academy), training programmes, assessment tools, succession planning and talent management tools and processes. Budget accountability: training budget V&D (± 5.000 employees)  Managerial team responsibility: 3 fte  Organisational changes and structure: Process development, design and consultancy. Develop, evaluate and monitor change programmes (both cost and quality driven). Outsourcing research. Manage implementation. V&D EN LA PLACE People Agenda management: Develop HR themes in line with the strategy derived HR plan. Evaluate, adjust and monitor consistency and results.  Employee participation (WC): business partner to the CEO and HR director, act as a liaison officer for the WC, advice organisation and management about efficient and effective cooperation with WC for both V&D and La Place Employee feedback tools: responsible for the development, implementation, evaluation and maintenance of relevant feedback tools, both EES and ISS Performance management & development: create a performance management tool based on performance review, with a focus on organisational development, talent management and succession planning  HR Development programme 2011-2013: 1.5 year development programme designed, purchased and monitored for 24 V&D/ La Place HR professionals.

 Programme and project management: HR relevant multidisciplinary and organisation broad programmes and/or projects such as innovate employee participation, reduce bureaucracy, internal HR service improvement and the V&D’s head office migration Organisational Development: HR instruments, processes, structure and working frames development such as OCDP and Reward & Recognition  Job matrix: Job evaluation policy and systematises redesign as well as total consistency control that led up to a new evaluation method MD Instruments: analyse, advise, develop and implement instruments, processes and guidelines Organizational development: advise on process and content, develop change methods including implementation, control and evaluation  HR People Agenda: Annual co development. Being a sparringpartner in regard to HR department management and the reward & recognition programme design HR budgetary control: HR budget 2009 amounted up to € 5.7 million

 Business partner for management.  Report to both COO and manager HR, Member of multiple business management teams, including HR Control and analyse HR KPI’s, advise and coach management Achieved results: Restructured the Supply Chain department through readjusting the logistical staff departments, closure of a distribution center, redesigned the operating model and create the development programmes for both employees and management. Illness rate reduction (respective 16.8% and 13.9% to 9.1% and 7.4%) participate in development and implementation of an efficient operating model for the distribution centres and successful implementation of ‘HR as a management responsibility

 Works Council’ daily committee member  Responsible for the WC secretarial department with 2 employees Responsible for the WC’s internal and external communication  Prepare, conceptualize and monitor request for advices/consent, notes etc. Advise the WC about WC innovation possibilities within V&D

Msc / Drs, Business Administration

Major: Change Management Minored in Strategic Management and Human Resource Management

Ba, Human Resources