NOCA is a non-profit association that unites HR professionals from Denmark’s largest organizations. The purpose is to create a space for knowledge sharing for HR Professionals and to ensure the development of the HR discipline As the Head of NOCA, I have the overall responsibility for facilitating knowledge sharing and experience exchange for our member companies. I refer to NOCA's board which consists of CHROs from Denmark's largest organizations. The purpose of my work is to build a bridge between research and practice within HR and ensure that the latest knowledge is shared with our members in Denmark's largest organizations.

As a Board Member at EAPM, I actively contribute to shaping the strategic direction and decision-making processes of the organization. My role involves collaborating with a very experienced group of HR professionals to elevate the impact and value of the association within the European HR community.Key Responsibilities:Strategic Leadership: Leading initiatives that align with EAPM's mission, actively participating in strategic decision-making during board meetings.Collaboration and Engagement: Fostering strong relationships with fellow board members and external stakeholders to ensure a cohesive and effective leadership team.Advocacy and Diversity: Championing diversity and inclusion initiatives, advocating for the advancement of HR practices and the people profession across Europe.Knowledge Sharing: Contributing to knowledge exchange and best practices among EAPM members, actively participating in committees or working groups.Networking: Cultivating and maintaining relationships with key stakeholders, including national HR associations, to enhance collaboration and partnership opportunities.

My responsibilities include the following:• Advisor to Executive Board of directors • To monitor the integrity of the financial statements of the EAPM taking into account the extent to which the financial statements are affected by any unusual transaction and compliance with international accounting standards• To review the financial reporting and disclosure process• To conduct internal checks on key processes to ensure compliance with the established rules ofprocedures• To report to the Delegates Assembly of any financial irregularities, concerns and opportunitiesand make recommendations for improvements• To considers the effectiveness of the actions taken by the Board on the Auditors’ previousrecommendations• To assess the effectiveness and efficiency of Board operations with regard to the strategicobjectives defined by the Delegates Assembly (performance audit).

The Employer panel must ensure a systematic dialogue between DPU and Employers of the finished DPU candidates. The dialogue must ensure that the content of the educations matches the skills and competencies that the labor market demands. The Employer panel advises the department management and the study board by contributing to discussions about:• The content and relevance of the programs, the qualifications of the graduates and the interaction of the programs with the surrounding society.• Development of the programs' subject elements, vocational initiatives (such as project-oriented courses and thesis collaborations) as well as the labor market's competence needs, including the question of the need for internationalization of the programs.• On the relationship between the needs of the labor market and the education profiles' competence profiles and societal relevance.• Development of the collaboration between Arts and public and private companies and businesses, respectively.• The need for new educational initiatives; both about new interdisciplinary educational combinations as well as continuing and further education offers.

I lead and manage Supana. Supana is a Copenhagen based startup focused on creating transparency and trust in the market of consulting services through supplier analytics technologies. Supana technology bring together buyers of consulting services with interdependent suppliers of consulting services.

To lead and manage the professional development of professional services in Denmark. The job is about managing and developing our talent management solutions and secure building the consultants’ competencies, creating networks, building relationships and partnering with customers. I’m measured on Revenue & Sales and have a small team of consultants and support personnel referring to me. I’m Principal Consultant within Talent Management and embed Talent Analytics and global benchmarking in my work.My tasks are multiple; I scope, design, lead and participate in implementing cutting edge talent management strategies and practices. I regularly work with executive feedback and coaching (VP and Executive level), and are construction and implementing global talent mobility and acquisition solutions. As a strategic partner for CEBs enterprise customers my most important task is to secure substantial value creating when implementing and integrating talent management in the business and to support organizational objectives. I also participate in the development of the Nordic Professional Services Organization and I’m a member of the Nordic Management Team. The customers are primarily global or big international companies.

My areas of responsibility was to advice medium and large Danish companies within the IT, consulting and knowledge service industries. I was principal consultant and had professional responsibility for securing best practice within HR strategies and politics, development programs, talent management and sourcing. My tasks included advice to HR and senior management in the business organization within IT, consulting and knowledge service industries in organizational analysis, aligning HR strategy, policies and practices, developing leadership and talent management programs/projects. Based on a governess perspective considering legal aspects and Danish labor laws.

Advice to medium and large Danish companies in the private sector. I was the principal consultant within talent management and recruitment. Key note speaker in the areas of talent management and recruitment. Program manager for the manager development program, an extensive development program with 5 modules and 13 days of learning and interaction. Delivery of leadership development programs and processes. Primary focus on implementing and developing of leadership development programs, leadership models, and assessment of leadership competencies. I worked with many psychological leadership development tools and conducted training, certification and authorization courses within these areas. I worked extensively with career paths and planning, situational leadership, situational team leadership and coaching.

I studied Organizational Analysis as the process by which an organization's systems, capacity, and functionality are assessed in order to increase its efficiency, performance, and output. With the use of various models and theories, I aimed to understand behavioral relationships, structures, and management technologies.

Most of my activities focused on search and selection of specialist and leader profiles within the IT industry. The tasks included advising clients in connection with the composition of teams, manning solutions, retention and motivation. In the selection process, I worked with all aspects of attraction and selection of choice of media, job analysis, and competency based and structured interviews, tests, making the reference and advising managers.

I worked with:• Exit interviews• Career fairs and contact with universities in Denmark• Selection and communication with recruiting and search vendors• Development and implementation of our jobsite• Development of recruitment and selection policies and strategies • Development of HR’s intranet (manager and discussion webs)• Recruitment and selection of IT specialist and managers