Peter Rasmussen

Peter Rasmussen Email and Phone Number

I drive the growth of people and enable commercial growth, through purposeful organizational & people development initiatives. My fuel is passion, purpose and fun - leaving the safe path to explore and execute strongly. @ Coloplast
denmark, western australia, australia
Peter Rasmussen's Location
Lynge, Capital Region of Denmark, Denmark, Denmark
Peter Rasmussen's Contact Details

Peter Rasmussen work email

Peter Rasmussen personal email

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About Peter Rasmussen

Thank you for visiting my profile.Behind this profile you’ll find an experienced HR professional. After graduating I started as a Product Marketing Manager. After a few years the company I worked for closed down and I asked myself the question; what do I want to do? Having a double major in Marketing and HR, an opportunity presented itself and I’ve been working in the HR field ever since, having been fortunate to experiencing many different companies, cultures, and challenges. I have realized that purpose to me is working with people, realizing their potential – and equally importantly to ensure that HR can play a part in or translate into commercially success. I’m part of a fantastic company (Coloplast) with an ambition to grow and to help people live the life they deserve. This means that both my brain, my heart and my gut get’s satisfied on a continuous basis. I’ve had several different HR responsibilities in Coloplast, alongside of being responsible for HR in region Nordics. Nordics is the crown jewel in Coloplast, and although we are 150 people, we are very successful in terms of delivering value to our customers and to our shareholders. The reason for this that our people simply like coming to work because of what they do and why they do it... - They are exceptionally good at what they do- They are challenged and develops- They enjoy coming to work because of who they work with. I’ve been spending most of my time during the last 6 years with initiatives which in one way or the other have contributed to the above. This includes building up or changing organization, hiring not the best people, but the "right people" (there is a big difference) developing people and caring for the culture and the conditions within which we can perform to the fullest. Driving the annual people cycle have the risk of being old-school and sometimes look like a check-box exercise. To me it is super important that it becomes value adding, and I may sometimes drive people in global HR-positions crazy by asking "why do we do this", or "can't we try it this way" to achieve something more real or relevant in the "real world".Our engagement survey's shows some of the highest ratings in the Coloplast group and our financial performance are above index 100, this reaffirms me that I’m focusing and executing on the right elements and that it works. Feel free to reach out to me to network or engage in professional sparing - as a great day requires contribution and learning!Peter RasmussenE-mail: DKPR@coloplast.comPhone: +45 49111358

Peter Rasmussen's Current Company Details
Coloplast

Coloplast

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I drive the growth of people and enable commercial growth, through purposeful organizational & people development initiatives. My fuel is passion, purpose and fun - leaving the safe path to explore and execute strongly.
denmark, western australia, australia
Website:
coloplast.com
Employees:
6756
Peter Rasmussen Work Experience Details
  • Coloplast
    Senior Nordic Hr Business Partner
    Coloplast Feb 2016 - Present
    Copenhagen Area, Denmark
    The Coloplast headquarter is located beautifully north of Copenhagen, Denmark. We are 16.000 people working globally, professionally and making a true international footprint. We are a market leading LIFE SCIENCE medical device company delivering life-changing value to our customers. Our five business areas include: ostomy care, continence care, urology, wound & skin care and Voice & Respiratory Care. Our impact is to help people reclaim their lives - which makes me proud – as we do it very well. On top of that, we are profitable and delivering excellent shareholder value, growing and beating the competition through, innovation, quality, service and efficiency. How do we do this? Well it's all about the people...As Sr. HR BP for the Commercial Nordic region, I have the opportunity to drive the people agenda for +170 people and to create synergy between countries, business units as well as to bridge corporate initiatives with field execution and see value creation throughout the full commercial value chain. My focus is Denmark, Sweden, Norway and Finland. I'm proud to see that engagement levels in the Nordics have increased to the highest overall level in Coloplast, attributed to leadership and a right fit organization. The last 6 years have been an exciting transformation and commercialization journey and we have recently embarked on an cultural transformation with an even stronger fit for the future.Recently I have had the pleasure of designing and implementing a very unique Nordic Leadership Development program spanning 6 months and with the aim to grow our business and our people.Check out the video's attached below to learn more about our culture and why Coloplast is such a rewarding place to work...
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  • Sas
    Hr Project (External Hr Consult - Assignment 2)
    Sas Dec 2015 - Feb 2016
    Copenhagen Area, Capital Region, Denmark
    Do to excessive workload in SAS Data I was asked by this world class data analytics company to support them for a period of 3 months with focus on HR. I find it fun and challenging to "parashute" into an organization and in no time get an overview of the internal landscape and dynamics as well as business models and stakeholders in order to interact with business leaders and help move the needle operationally and consultatively.
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  • Maersk Line
    Hr Project (External Hr Consult - Assignment 1)
    Maersk Line Feb 2015 - Sep 2015
    Copenhagen Area, Capital Region, Denmark
    As external contractor I added instant value and contributed to the change management process, executing on the HR outsourcing strategy. The purpose of this specific assignment was to ensure a more flexible, scalable and global HR operational setup, in short term decreasing FTEs and maintaining output quality.Keywords and deliverables was:- RPO (Recruitment Process Outsourcing), Process alignment, improvement and mapping- Vendor Management and - Change Management – internal and external stakeholders- Training of new vendor, supporting and sparing with managers and business partners - Hands-on recruitment in regards to the transition and simplification projects Context:With 25.000 employees and revenue (2014) of mill. USD 47.000 Maersk Line is the largest business unit in the Maersk Group. The environment is complex, professional and demanding due to the high senior and executive leadership density. Challenges are to support the business strategy, and in a balanced way facilitate change management in a mature organization, while building on and respecting the legacy and strong cultural elements. Digitalization, re-organization, efficiency and outsourcing were key elements faced in this assignment. Parachuting into Maersk as an External consultant, but acting like a regular employee was extremely interesting, and so was the opportunity to experience and contribute internally at Maersk Group.
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  • Telenor Dk
    Head Of Attraction, Retention & Reward
    Telenor Dk Nov 2012 - Mar 2015
    Copenhagen Area, Denmark
    LOW MARGINS, FIERCE COMPETITION, BEST IN SERVICE STRATEGY, COST FOCUS.Telenor is the 2nd largest Telco operator in Denmark (2.000.000 customers). The market is characterized by price focus and the brand perception is fuzzy. The business is technical by its nature and we deal with huge data volumes. The pulse is commercial, fast paced, transactional and retail oriented.CONTRIBUTIONEfficiency, change-readiness, best-in-service and shareholder value are some of the key pillars I contribute to. I'm responsible for 4 employees and 3 excellence centers (Attraction, Retention and Com&Ben) - the full employee lifecycle. I manage a number of HR programs to ensure the availability of the right human capital, supporting a change and cost agenda, bringing in new competencies, supporting the strategy. Special focus has been on...• Providing sparring and coaching for managers on retention and talent management issues• Mapping competencies and needs, supporting recruitment, delivering training, sparring and tools• Marketeering at eye level, employer branding promotion of full circle customer centricity • Understanding employee churn root cause, initiating retention initiatives• Metricfying HR and implementing relevant ongoing NPS surveys to improve HR processes• Time-to-performance improvements for new employees through onboarding programsRESULTSDelivering a strong impact on the best in service strategy by focusing on critical competencies. Employee turnover reduced from 75% to 29% in retail, by means of retention programs and improved recruitment quality, generating savings approximately DKK 10.500.000 annually. 40% recruitment efficiency improvements, by new way of working (utilizing new technologies and building candidate pipelines). Supporting employee engagement and loyalty, doubling of the participation rates within the stock program through program / communication improvement, creating more “company-owners”.
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  • Saxo Bank
    Head Of Hr
    Saxo Bank Sep 2011 - Nov 2012
    Copenhagen Area, Denmark
    BECOMING LARGE AND PROFESSIONAL – BUT STAYING ENTREPRENEURIAL Saxo Bank is an EU licensed bank. The company-DNA mostly resembles that of an IT/Sales company. It employs 1400 people within three main functional areas (IT, Sales and Banking/Back-office). 700 people work in the HQ in Denmark, the remaining in 25 different international sales offices. Yearly turnover: DKK millions 3.000.RESPONSIBILITY - OPERATIONAL HR LEADERSHIP AND HR PARTNERINGOverall responsible for a traditional HR-function (including payroll and basic HR services). Point of departure was low visibility in top management, always a few steps behind, focusing on hiring-and-firing, day-to-day execution and inadequate processes and systems. I had 8 direct reports and was Chairman of the Liaison- and the Health Safety and Environment Committees. RESULTS – VISIBILITY AND EFFICIENCY• HR strategy and HR metrics implemented to control and prioritize HR initiatives• Increased HR visibility – engaged with leaders speaking the voice of the organization using facts• Increased HR awareness, ensuring talent and development, measured by engagement survey • Result presented to top management. Commitment and actions secured with stakeholders.• Leadership skills strengthened through training and ongoing coaching and support• Collective agreement + differentiated salary regulation (supporting the performance culture)• Compliance with financial industry regulation (new bonus model and remuneration policy)• Long term HR system requirements / specifications to vendor and internal stakeholders• Head count approval process, hire freeze implemented to control costs / economic performance• Strengthening daily operational HR processes / essential HR services and global procedures.
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  • Doms A/S
    Head Of Hr
    Doms A/S Jan 2010 - Sep 2011
    Copenhagen Area, Denmark
    POST MERGER ISSUES | STRUGGLE TO MAINTAIN BUSINESS AND PROFIT Doms employ 130 people in a mix of sales people, IT people and service technicians. Having been acquired by a larger company (American Fortune 500 Industrial Conglomerate, Danaher Corporation), Doms was challenged on post-merger issues (incl. culture, organization and leadership) as well as basic business operational issues. Doms is a leading supplier of service and total solutions within the downstream segment in the oil business. PART TIME HEAD OF HRI was asked to take the responsibility as HR manager for Doms in addition to my job at Radiometer (see below). Historically HR at Doms was equal payroll. My focus was therefor to insource/outsources payroll execution into Radiometer’s well-oiled “payroll machine”, using existing systems and processes. I reporting into a matrix organization with 1 solid and 4 dotted linesAfter having moved payroll, cleaned house (a few skeletons in the closet) and supplied basic HR services, I supported the leadership team in ways they were not used to, which created an urge for even more support. Examples are:• Building and participating in the leadership team• Resolving stress and conflicts by direct intervention and manager support and coaching• Handling personnel issues, layoffs, reorganization organizational and personal development• Executing locally on corporate HR initiatives, incl. talent, performance and organizational reviews• Hands-on in regards to all HR operational issues (inquiries, documents, etc.).
  • Radiometer Medical
    Hr Manager
    Radiometer Medical May 2008 - Sep 2011
    Copenhagen Area, Denmark
    LEAN LEADERSHIP | HR BEST PRACTICE | R&D ENVIRONMENT | THOROUGHNESS Radiometer employ 2000 people globally (half in Denmark and half internationally), spanning all activities including R&D, Production and Sales. Radiometer is a leader within its field in medical technologies, owned by Danaher Corporations and a world class LEAN leader.RESPONSIBILITYReporting to the VP Global HR I was partially a HR generalist and partially a functional leader with significant hands-on responsibility, incl. a team of 4 (recruiters, communication specialist and an administrator). I was head of internal communication and responsible for the creation of a new Intranet (at zero cost). The outcome was improved cross functional collaboration, organizational efficiency and supported a cultural turn, becoming more international and “Danaher-like”.Within the recruitment area I improved KPI’s such as quality of hire, time to fill and internal fill rate, by implementing new technologies, changing processes, supplying training and supporting managers (recruitment from A-Z) operationally throughout the entire organization -> higher employee productivity and easier succession-planning.As Business partner I supported the yearly HR processes (occasionally also supporting other Danaher companies in Denmark) regarding Talent Management / Leadership Development, Organizational Review and Development as well as many ongoing operational issues including top grading (the Danaher word for layoffs), personnel and retention issues, being in close contact with job stewards and union reps.For a shorter period I was also responsible for Compensation and Benefits. Preparing annual salary negotiations with unions and finalizing flexible benefit campaigns etc. I also participated in Corporate Danaher HR projects, contributed towards development and implementation of global HR tools and processes and leading the European part of the Danaher MBA program, sourcing talents on site at LBS, INSEAD and IMD.
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  • Saxo Bank A/S
    Hr Director - Hr Operations & Legal, Com&Ben, Performance Management
    Saxo Bank A/S Feb 2007 - Apr 2008
    The company and business are described above. The context and challenges was however very different at this early stage. When I entered the company, we were in the process of building Saxo Bank from the ground-up. Sitting on beer-boxes had just been replaced with real furniture. Following the growth of the company I subsequently had different roles, which are described briefly below.My responsibility grew, now with 4 direct reports and additional responsibility for all traditional and transactional HR services, including contracts, HR-legal, salary negotiation etc. The growth and support now also extended across borders as Saxo Bank’s international footprint was starting to develop. I was also responsible for developing a cascading and KPI-based bonus model in the entire organization – a very hot topic and important to support and shape the performance oriented culture.
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  • Saxo Bank
    Senior Hr Manager – Recruitment, Performance Management, Systems And Processes
    Saxo Bank Feb 2006 - Feb 2007
    The massive growth continued, adding 400 new TFE’s the following year. 3 employees now reported to me. To support this growth I implemented new systems (HRIS), tools, processes, clear metrics, KPI's and stable and documented processes. My responsibility also grew to include the quarterly performance management process, which I handled operationally and improved by “setting electricity” to a previous offline and manual process. Driving this quarterly people processes meant heavy involvement and coaching with managers about performance-, talent- and leadership development. Having created a more efficient setup meant that managers could spend less time every quarter on the “HR system things”, and hence more time using it in an integrated way with the daily management, goal-setting and feedback.
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  • Saxo Bank
    Recruitment Manager
    Saxo Bank Feb 2005 - Feb 2006
    Initially I was hired as Recruitment Manager, being the only person dealing with recruitment. HR at Saxo Bank was only 3 people in 2005. As individual contributor and in close cooperation with hiring managers I handled the recruitment of all types of positions (IT, Back-office, Sales, Finance, Banking, etc.). I was responsible for the process from A-Z (including employee branding, writing job ads, sourcing strategy, posting, screening, interviewing, testing, assessment, selection, candidate care and administration). I was personally involved in 220 recruitments within the first 12 months. In my dialogue with business leaders and managers I also provided sparring and coaching in regards to people, talent and performance management issues.
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  • Mercuri Urval A/S
    Hr Consultant
    Mercuri Urval A/S Sep 2002 - Feb 2005
    Copenhagen Area, Denmark
    Mercuri Urval is a market-leading consulting firm within recruitment and selection.Responsibilities:• Customer contact and sales (including canvas sales)• Attraction and selection of candidates, including test and interviews• Presentation of candidates for clients • Outplacement programsResults:• Large volume of recruitment within all types of businesses• Voted the best Mercuri Urval consultant in two consecutive bi-yearly surveys
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  • Orange
    Product Group Manager
    Orange 1998 - 2002
  • Mobilix
    Product Group Manager
    Mobilix 1998 - 2002
  • Orange A/S (Mobilix A/S)
    Product Group Manager
    Orange A/S (Mobilix A/S) 1998 - 2002

Peter Rasmussen Skills

Talent Management Performance Management Organizational Development Personnel Management Human Resources Management Employer Branding Change Management Strategy Organizational Design Recruiting Leadership Development Coaching Process Improvement Strategic Hr Employee Relations Consulting Succession Planning

Peter Rasmussen Education Details

Frequently Asked Questions about Peter Rasmussen

What company does Peter Rasmussen work for?

Peter Rasmussen works for Coloplast

What is Peter Rasmussen's role at the current company?

Peter Rasmussen's current role is I drive the growth of people and enable commercial growth, through purposeful organizational & people development initiatives. My fuel is passion, purpose and fun - leaving the safe path to explore and execute strongly..

What is Peter Rasmussen's email address?

Peter Rasmussen's email address is pe****@****ster.dk

What schools did Peter Rasmussen attend?

Peter Rasmussen attended Copenhagen Business School, Macmann Berg, Performex, Aarhus School Of Business, Skive Gymnasium, Mt. Pleasant High School (Michigan, Usa), Skivehus Folkeskole.

What are some of Peter Rasmussen's interests?

Peter Rasmussen has interest in Children, Politics, Education, Disaster And Humanitarian Relief, Human Rights, Health.

What skills is Peter Rasmussen known for?

Peter Rasmussen has skills like Talent Management, Performance Management, Organizational Development, Personnel Management, Human Resources, Management, Employer Branding, Change Management, Strategy, Organizational Design, Recruiting, Leadership Development.

Who are Peter Rasmussen's colleagues?

Peter Rasmussen's colleagues are Thomas Møgelberg, Ida Züricho, Faiza Kellaci, Edina Kelemen, Vale Jimenez, Przemysław Ulas, Amy Bevis.

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