Hannah Rose Email & Phone Number

Oakland, Ca, Us

San Francisco, California, Us

I’m on a mission to build an HR function that makes a lasting impact from the ground up! From mapping out OKRs to creating the systems, processes, and performance frameworks that empower our team, I’m rolling up my sleeves and setting the foundation for a workplace where talent can truly thrive. It’s all about designing a culture that isn’t just inspiring but operationally smooth—developing recruitment strategies, talent management practices, and procedures that fuel growth without bureaucracy. HR from scratch means we’re not just checking boxes; we’re creating a people-first strategy that aligns our goals with our culture, vision, and values!

Oslo, No

Global responsible for setting the direction and supporting the establishment of a growth mindset and learning culture across Yara. People strategy: Contributor from the Learning team to the global People strategy "Grow@Yara" and lead for communication and engagement around the global strategy. Engagement: Developing policies and programs to engage globally in learning behaviour to lead to a change in mindsetCommunication: Establish the internal and external awareness of Yara's forward thinking approach to People with a focus on learning culture and growth mindset.Support of learning initiatives: Establishing change management support for learning activities including global learning and leadership programs and implementation of a learning experience platform.

Oslo, No

Led the workstream on global culture within operational excellence. Including the creation of a global operational excellence cultural ambition; communication campaign; and development and roll out of supporting initiatives (including capability & confidence building).Member of the project management team of operational excellence strategy, one of the two key pillars of the global corporate strategy. Responsible for the facilitation of the different workstreams (including global stakeholder management) and creation of the final strategy documents including roll out of this initial strategy through communication from C-suite to operations shop floor. Global owner of change management approach for Yara. Successfully changing our change management approach from academic to understandable through simple tools and efficient sharing of practices.Core team member of the global corporate learning strategy driving the necessary move of the organisation from a traditional learning methods to learning through reflection as a core concept. Lead the Knowledge Management and Communication team for the segment (circa 12000 people).

Oslo, No

Developed and managed organizational development (OD) strategies and processes for Digital FarmingLed the design, development and implementation of programs, policies and strategies tailored to meet OD needs Conducted needs assessments to determine measures required to enhance employee job performance and overall business performance. This includes, but is not limited to; a joint approach to talent development and performance management across the hubs, standardized “best-in-class” recruitment- and on-boarding standards and organizational culture change- and integration initiativesEnsured development of appropriate skills, behaviours, attitudes, culture and a style of leadership that will enable Digital Farming to deliver optimum performance globally.Evaluated strategies and programs to measure the achievement of established goals.Partnered with Digital Farming management on performance, organizational and leadership matters

Oslo, No

Learning OrganisationDrive the strategy and development of a leadership model for the Production segment of Yara, including ownership of the leadership training for all production sites (approx. 600 first line leaders, and 36 plant management teams).Assist in competence building and transfer of Lean knowledge to production sites in the roll-out plan, ensuring the plants capability. Establish e-learning capabilities and platforms to spread technical knowledge to the production sites, and assist in building a Production library.HR Business Partner for Productivity departmentAct as a Business Partner for Vice President - Head of Productivity aligning HR interventions with business needs and a trusted adviser to leaders on all levels of the Productivity department on operational HR challenges including legal and regulatory compliance within the HR fieldCoach line managers in the Productivity team and provide advice for successful People ManagementAdvise on and run change management activities in relation to strategy roll out.

Oslo, No

Responsible person for full process and project management of roles and responsibilities organisational transformation of Supply Chain Europe. Including design and roll out of mapping across Supply Chain and other segments (over 500 people being mapped), consolidation of data, workshop preparation, design and facilitation, and planning of transfer of tasks. Responsible for training plan and execution in Supply Chain Europe, including Change Management training for all regional heads and People Management Fundamentals training for all managers.

Oslo, No

Developing and deploying learning programs (both internally and through external vendors); contributing to the definition of content frameworks and guidelines to ensure consistency of learning programs designed and managed locally; evaluating the effectiveness of learning programs in portfolio, define and implement corrective measures when appropriate; contributing to the development of a productive learning culture; managing the LMS platform, including design and maintenance of global workspaces.Other: Core team member for the strategy and reorganisation of HR globally.

London, England, Gb

Recruitment for Financial Services (Investment Banking, Insurance). Responsible for building a client base from scratch relying on relationship building from cold introductions, as well as full cycle of candidate searching and management.

Msc, Occupational Psychology

Bsc (Hons), Psychology