Roel Van Der Heiden Email & Phone Number

Arnhem-Nijmegen Metropolitan Area, Ge, Nl

Nederland

Technology changes every day in favor of end users. But, for most employees it is almost impossible to discover what features fits and improve their daily work. This gets even more complicated as tech providers keep adding features and the digital maturity of people increases. Therefore it is necessary to run a robust and adaptable technology adoption service or project. I run these projects and services with customers and help them to become more self-sufficient in supporting employees in their daily use of technology.As CX coach I support our organization to provide human centric services and keep improving our delivery. I work closely with account teams & customer demand organizations to improve services for end users and focus on experience rather than contracts.

‘Techniek verandert iedere organisatie, maar de mensen bepalen het tempo’ Techniek kan alleen een organisatie succesvol digitaliseren en transformeren als de digitale vaardigheden van medewerkers en daarmee de digitale capabilities van de organisatie op het juiste niveau zijn. Als Business Change Consultant en verandermanager adviseer en implementeer ik oplossingen waarbij ik mij richt op het snijvlak van nieuwe technologie, mens en organisatie. Daarbij houd ik mij bezig met vraagstukken rondom staffing, digital skills, organisatie inrichting en adoptie van nieuwe technologie. De ervaring van de laatste 15 jaar concentreert zich op complexe adoptie- en verandertrajecten, reorganisaties, offshoring, outsourcing en insourcing.

Advising and coördinating adoption programs at a wide variety of customers in multiple markets.Advising organizations about the adjustment of their workforce and sourcing fitting the changes ahead, in particular the implementation of new technology. In these programs I oversee both the procurement and HR view and combine this with knowledge of the legal and financial conditions.

Verantwoordelijk voor de adoptie en communicatie rondom de invoering van de Modern Workspace. In een self service concept gezorgd voor een snelle transitie met minimale verstoring. Gebruikerstevredenheid en adoptie van de nieuwe mogelijkheden stonden centraal in deze uitrol, zoals ook naar voren komt in de reference case die we met Microsoft hebben ontwikkeld.

HR (project)manager for several sourcing projects. Responsible for a variety of organizational changeprojects in which groups are involved, such as:- Running several reorganizations and reduction programs as a project manager or a consultant, involving 10 to 160 FTE.- HR project manager for outsourcing programs, supplier selection (including HR aspects), transition agreement with supplier, preparing transfer. Programs of 10 – 80 FTE.- As HR project manager involved with bids, when tupe is part of bid (from RfI until integrating working conditions and onboarding of employees).- Change management projects for several departments, with focus on mitigating unrest.

Part of a small team, which initiated and managed all offshore programs within KPN CM. Within this team I was responsible for all HR aspects, such as: 1) Works Council: build a constructive relationship with the Works Council. More than 20 consultation procedures passed.2) Redundancy of employees: responsible for the reduction programs, following the offshoring in the Netherlands, UK and Hungary. (approximately 1000 jobs)3) Change management: this was fully integrated in the transition approach, with zero delay and quality of knowledge transfer assured.4) Training: set up language- and culture training programs.5) Transfer (tupe) of a department of 20 employees in Belgium to our partner under Belgium law.

In a period of 5 months I built a department (7 people) which was responsible for the centralization of sourcing requests within the organization and redeployment of staff. This enabled us to maximize redeployment of redundant personnel. Redeployment figures were around 70% of redundant employees.

HR Manager for a Business Unit of around 500 employees (30 mio a year). I was supported by 1 HR Consultant. As HR Business Partner, I was part of the MT and responsible for implementing and monitoring all HR policies within the unit. Projects I led in this period, were, among others:1) In 2009 HR project manager for a merger and reduction program of the Business Line Datacentres (appr. 1300 employees). In a period of three months a reduction of 15% of the employees took place and datacentre activities of Getronics and KPN were merged. Regarding the HR department, I was responsible for this process.2) Transformation of a 24 x 7 monitoring department to a 24 x 7 1st line support to client. This transformation resulted in a faster solutions of incidents at lower costs.

HR generalist for groups up to 200 people

Cultuur, Organisatie & Management

Hbo, P&A