Santiago Haaker Email & Phone Number

Peru

At HeadHunting Lab we research the market to get the best talent so that companies can get where they want to go. Under a generational mix, multisectoral experience and quality assurance of hiring via onboarding coaching sessions. As the main leader, I focus on research and understanding of the market needs, to develop and manage the recruitment of key people. Solving the headaches that this management can bring.

Estados Unidos

Los Awards of Happiness son el mayor reconocimiento internacional a empresas que maximizan sus beneficios en base a la felicidad organizacional.Estas certificaciones son un plus si necesitas atraer y retener talento, incrementar la motivación, reducir gastos de información, mejorar el compromiso, reinventar su propósito, conocer los campos de mejora, ser más innovadores, explotar la reputación de la marca, hacer más felices a clientes y partners.Los Awards of Happiness maximizan el potencial del compromiso de los colaboradores, aumentando su motivación y productividad. Además incrementan las ventas y maximizan los costos

Somos un HeadHunter Global enfocados 100% en Minería. Brindamos soluciones de reclutamiento del talento, estamos conectados con más de 18 años de experiencia investigando el mercado global en Minería. Guiamos a nuestros cliente desde la búsqueda especifica de talentos, hasta el soporte en procesos de incorporación y en general para ayudarlos y guiarlos en las mejores decisiones.

San Isidro, Lima. Perú

Middle management company belonging to the AMROP Peru group. I was responsible for the growth of the business from commercial management, with more than 50 key position processes successfully closed and the reactivation of strategic clients.

Centros De Distribución Lima, Arequipa Y Trujillo

I was in charge of the management of more than 1,200 people in 6 distribution centers nationwide. Reported to the VP of Human Management and the Director of Supply Chain. Savings of more than $ 1.2 MM per year were achieved. With an improvement in performance, quality of service and the work environment. In addition to achieving # 1 in Great Place to Work.On the one hand, I reduced my annual turnover by 36% and controlled it through career lines and promotions. One of the strategies used was an educational agreement with a study center in the area of influence. On the other hand, I implemented the largest distribution center in Peru based in Punta Negra.

During my time at GLENCORE, a polymetallic unit, with annual turnover of US $ 300 MM and 3,300 workers. I was in charge of HR management for the mining unit in Casapalca with more than 1,800 employees, prioritizing union management. Reported to the Corporate HR Manager and supervised 10 people.

I worked in the management and direction of all HR processes for more than 1,500 employees. Including property security, general services and medical unit. I reported to the General Manager and Corporate HR Manager and supervised 8 people. A 40% reduction in talent drain was achieved by developing key people program. In addition to an improvement in the work environment and productivity. I joined the organization's leading team through Team Coahing in various days. It was possible to align the objectives and, above all, the understanding of the need for transparency in all areas.

I was in charge of HR management in a context of strategic change in the operation and restructuring. I reported to Gte. Corporate HR and Gte. Operations and supervised 3 people. I was in charge of the leadership of the change of supplier in the outsourcing of the production process, through restructuring, migration of personnel and company liquidation. I reduced the rotation of operators and workers by 60%. In addition to the control in the rotation of other controls.

I was in charge of the selection and development of the staff. I reported to the Corporate HR Manager and supervised 2 people. During this period, I was in charge of the definition of HR management guidelines for the Ethanol project in Piura, the analysis of payroll management and the development of an Engineers in Training program that managed to strengthen the management with more trained personnel. and loyalty, reducing turnover by 60%.

My main function was the analysis and optimization of processes. Reported Development Manager. During this period, the productivity management project was developed and the evaluation of more than 1,500 executives of the FFVV of AFP Integra. This project was carried out through assessment centers (group evaluations) in a period of four months. This made it possible to minimize the leakage of the main accounts by 40%, due to the launch of AFP Prima.

Lima Y Provincias

I was in charge of HR management in the different pharmaceutical stores. I reported to the General Manager. I managed to implement a human team for more than 25 locations nationwide; managing mentors managing to increase learning speed by 100%, prioritizing strategic alliances with suppliers generating additional income by 20%. My main achievement was to leave the premises in the province operational from the HR and people area. With the help of the teams of monitors who trained the new staff in the various locations. Managing to increase sales by more than 180% in the first 3 months in the new stores.

I took care of the Graceland revival, a deep induction. In addition to the evaluation of the entire sales force of Interbank and Banco Latino, in the context of the transition due to the purchase.

Especialización, Derecho Laboral - Relaciones Sindicales

Recursos Humanos, Diplomado

Bachiller En Ciencias De La Comunicación, Comunicacón Empresarial, Bachiller

Propose innovative communication strategies and plans that meet the present and future needs of the main stakeholders