♣ Objectives• Strong experiences and effective delivery with focus on customers (managers and employees).• High impact of the efforts and investments being made.• Simplicity and consistency as main design criterias.♣ Key Results• Increase significantly the adoptation of customer Self-service. • Decrease significantly HR time spent on low/medium compleixty tasks.• Increase significantly usage of automation, AI/ML and digitalization.

♣ Objectives• Recruitment Processes w. high customer/candidate satisfaction.• Employer Branding Strategy w. short term and long term effects.• Leadership based on trust, empowerment and feedback.• Focus on Automation, Operational Effeciency and Agile Way of Working.♣ Key Results• High increase in customer/candidate satisfaction.• High increase in Brand awareness/preference, incl. candidate volume/quality.• High increase in employee trust, engagement & enablement.• Decrease in Time-to-fill.

Lead HR Business Partner for the HRBP-team and a member of 3 CXO management teams. Covering apx. 40 leaders and 350 employees, many highly specialized.Assigned to:♣ CTO of Telenor Denmark♣ CFO of Telenor Denmark♣ CCAO (Corporate Affairs) of Telenor Denmark♣ Senior Director, Data & Analytics of Telenor Denmark♣ Daily tasks• Strategic sparring on direction and development• Individual coaching and sparring on leadership on CXO and L2 level• Problem solver, driver of focus and continuous momentum♣ Projects• Strategic divisional Must Win Battles• Large scale cultural development• Strategic projects (organizational changes on large scale, mass layoffs etc.)

S.HR Business Partner and a member of 4 management teams. Covering apx. 40 leaders and 400 employees, many highly specialized.Assigned to:♣ CEO of CBB Mobil♣ Senior Director of Telenor Online♣ Senior Director of Telenor Network♣ Senior Director of OmniChannel & Products♣ Daily tasks• Strategic and Tactical sparring on direction and development• Individual coaching and sparring on leadership• Problem solver and driver of focus and continuous momentum♣ Projects• Organizational changes on large scale• Mass layoffs and complex individual layoffs• Leadership profiles and mandates

HR Business Partner and a member of 4 management teams. Covering apx. 120 leaders and 1200 employees.Assigned to:♣ Senior Director of Retail♣ Senior Director of Wholesale & ETM♣ Director of BackOffice♣ Director of Call Center♣ Daily tasks• Tactical and Operational sparring on direction and development• Individual coaching and sparring on leadership• Problem solver and driver of focus and continuous momentum♣ Projects• Mass layoffs and complex individual layoffs• Leadership profiles and mandates

HR Business Partner and a member of 4 management teams. Covering apx. 40 leaders and 600 employees.Assigned to:♣ Senior Director of Call Center & Outbound Sales and Retention♣ Director of Back Office♣ Director of Customer Experience♣ Director of Call Center♣ Daily tasks• Operational sparring on direction and development• Individual coaching and sparring on leadership• Problem solver and driver of focus and continuous momentum♣ Projects• Different large scale operational projects• Leadership profiles and mandates

Talent Manager and Employee Development Manager. Overall responsible for the strategic and organizational development processes and projects.♣ Strategic Workforce Planning• Overall responsible for the end-to-end processes• Overall responsible for scoping and implementing framework• Overall responsible for measurement and analysis♣ Talent Management• Overall responsible for the end-to-end processes• Overall responsible for criterias of the talent selection• Overall responsible for valid leader/employee assessment and objectively selecting talents• Overall responsible for processes that drives the development of the selected talents• Coach talents (primarily leaders) on development areas and activities ending in a development action plan• Overall responsible for succession planning for CxOs and heads of departments♣ Employee Development• Coach business leaders on creating a constructive, honest and value creating employee SMART goal and development dialogue (MUS)• Facilitate workforce review meetings on CxO level (people and organizational review)• Ensure strategic anchoring from CEO to lowest level employee• Coach business leaders on handing a low performer and creating a constructive, honest and value creating dialogue and action plan♣ Employee Engagement & Satisfaction Survey (Telenor Internal Value Creation Survey (IVC))• Ensure high quality translation of questions/report templates (from corporate English to Danish) and creating local survey questions• Ensure internal communication campaign• Ensure survey response rate (95+ %)• Advice managers and HR Business Partners in survey report interpretation and analysis• Facilitate workshops with primarily department managers• Sparring with managers about their individual leadership survey profile• Define and anchor processes for keeping ongoing focus on improvements and celebrating successes

Administrative HR responsible for technical division (apx. 200 employees).♣ Daily tasks• Making employee contracts/warnings/terminations in accordance with Danish legislation• Support employees and managers in answering employment related questions (payroll, absence, benefits etc.)• Provide system support to managers in the Employee Development Dialogue system

♣ Projects• Recruit, educate and supervise temporary help desk team for implementing new HR System (20 employees)• Administrator on Employee Development Dialogue (MUS)• Administrator on Employee Engagement & Satisfaction Survey (Telenor Internal Value Creation Survey (IVC))♣ Daily tasks• Test new Oracle based HR System• Ensure data quality in new HR System• Update organizational charts• Provide system support to managers in the HR System and the Employee Development Dialogue system

Ved kamptropperne.