Eliana Lobo Mota

Grupo Colaborativo, criado com o propósito de ampliar a participação de MAIS Mulheres nos Conselhos Consultivos. maismulheresnosconselhos@gmail.com

A ABRH-SP é a maior comunidade de profissionais de RH do Brasil, reunindo pessoas e empresas que buscam inovação e tendências sobre o desenvolvimento e a gestão de pessoas. Missão de construir e difundir de maneira inspiradora e colaborativa o conhecimento e conteúdo em gestão, valorizando e desenvolvendo pessoas e organizações para e evolução da sociedade brasileira. Integrante do comitê de conteúdo do Life - Liderança Feminina em Movimento e Líder dos Grupos de Estudos

Mulheres do Brasil atua em parceria com diferentes esferas de poder para fomentar a adoção de políticas afirmativas e eliminar as desigualdades de gênero, raça e condição social. Participante dos Comitês Mundo Digital e Combate à Violência contra a Mulher

Transformando a gestão de pessoas com IA generativa - unimos anos de expertise humana à inteligência artificial, alinhando estratégia, talentos e tecnologia para resultados mensuráveis no seu RH.

As a Global Talent Partner for Software and Cloud, I serve as a trusted advisor on strategic business and HR goals, promoting employee engagement, retention, diversity, leadership development, and career and skill development. My team members were based around the world, and I have established new relationships with people from different cultures and ways of thinking, in addition to taking on a new scope for my work. This global role has provided me the opportunity to develop new behavioral and communication skills, as well as knowledge specific to certain regions. Career and Technical Professions Enhance awareness and adoption of resources for technical professionals to increase their skills and foster career growth for professionals in Technology Units. Software Diversity and Inclusion Council: Core group of software business and HR leaders organized to advance a culture of inclusion within the Software team that celebrates the diversity of our team members and amplifies our culture of inclusivity where every voice is welcomed and heard. Was the D&I Council point person to support the executives leveraging the group’s priorities, which were to: • Identify and engage with diverse groups • Take action to embed D&I as a cornerstone of our culture in IBM Software • Increase the visibility of diverse leaders and build a representative personnel pipeline • Make our leaders more effective in a diverse world Sponsored Talent Acceleration and Recognition (STAR) Leadership Development Program: Develop a diverse pipeline of future leaders by providing education, exposure, and hands-on experience to high-potential talent. I am the project manager responsible for leading this project at the global level for the Software Unit. Learning Development Journey Consulting & Reporting: Provide guidance regarding learning offerings and journeys that could improve specific areas of knowledge.

My main purpose leading the Human Resources Learning team was to leverage the continuous learning mindset across Business Units. In addition, as a people manager, I was responsible for a LatAm team, which includes promoting a safe environment, collaboration, growth mindset, inclusion, engagement, synergy, trust, and fun. During my leadership journey as a Learning Partner, I had multiple roles supporting Brazil, Latin America, and the Americas. I accelerated the reinvention of learning delivery to achieve the Business Units’ strategic goals and business outcomes. My team was in contact with multiple stakeholders from our ecosystem to guarantee alignment with IBM’s strategic skills goals (AI/Cognitive, Analytics, Cybersecurity, Cloud, Agile, Design Thinking, and Industry Segments). I was responsible for developing and delivering learning solutions that helped the LatAm team close skill gaps focused on 3 pillars: Leadership and Management Development: Leaders who inspire their teams and clients to succeed in making the world work better and who help create a company that is seen as essential to our clients and to the world. Based on the Leadership Academy journey together with the continuous development initiatives, I deployed relevant topics to our leaders such as Positive Leadership, Candid Feedback, and Leading the Inclusion. Professional & Technical Development: Professionals developing the skills to win is critical to the company’s growth. I have been working in partnership with my HR Team and BU Leaders to deploy initiatives & events (content design, briefings, facilitation, and delivery) to promote the culture of One IBM, a culture of recognition, improving the sense of pride in being a leader. Sales and Industry Development: Salespeople who expand their capabilities through experiences impact their career trajectories over their lifetime career journeys. They learn actionable strategies that transform how they think, create, and sell.

My experience as HR Business Partner provided me with consistent knowledge of technology, business dynamics, and industries. I saw myself as a key part of the Business Unit with which I worked because I always sought to connect HR initiatives to the Unit’s needs so that the leaders and professionals were better prepared to produce results for our end customers. I´ve worked with Non-Brand Sales, Brand Sales, Technical Teams and infrastructure units covering Human Resources issues: • Ensured alignment of HR strategy, policies, processes, and programs to achieve business goals • Liaised with Subject Matter Experts, strategy development including resource planning, recruitment, talent management, performance management, and reward and recognition • Directed change management in connection with organizational design initiatives • Provided support for the Managers and Executives through HR guidance • Provided coaching to the management team on HR issues • Ensured human capital requirements are recognized on the business agenda Acted as Sales Unit advisor for non-brand working with changes to organizational models and analyzing the profiles of professionals to place in client-facing positions. In the Servers Systems Unit, I supported changes in the team’s professional profiles through a ‘refresh’ of the organization (hiring, dismissal, and retention) to meet the needs of the new customers’ expectations. This work was a collaboration with top Management, Finance, and Marketing. Led HR efforts & structuring of organizational models in Technical Units including CTO, SW Lab, Lab Services, and Research for leadership refresh: Leadership changes, action plans for the engagement survey, development of a leader pipeline and new promotions. Was the LatAm point person for Finance Units, Systems HW, Global Financing, and Infrastructure Units. Consolidated inputs from the markets, providing guidance and orientation to other HR Partners and leading organization model discussion.

I was able work to integrate the Workforce, Learning, and Diversity perspectives. Having more synergy between these related topics, we provided a holistic view for our leaders, allowing them to understand the importance of using the right skills in the right places to accelerate career velocity and to increase the team’s innovation. Acted as Learning & Development integrator for Sales & Distribution Units. The global sales deployment model in place was Sales Eminence, which considered broad and deep development for client-facing professionals. I acted as the Sales Eminence point person in HR, providing guidance to the Business Units regarding the skills required, events (Sales and Technical Management Institute), customer and market needs, and leadership efforts needed within their teams. It was one of the most important strategic projects that I led at IBM. Supporting the Diversity strategy by integrating the overall perspective from Workforce: to develop the teams and to have a diversity of employees representing our society. The Diversity strategy included LGBTQIAP+, Afro-descendants, women, and persons with disabilities. Our work plan for the Unit aimed to promote large-scale hiring and career plans for these diversity groups in order to reach more representative from these professionals. Coordinated and deployed technical development programs to promote Technical Vitality across business units. Responsible for integrating the Learning and Knowledge teams at the units and the leaders on the Technical Leadership Council in order to create synergy in promoting technical knowledge at the company with skilled high-potential professionals who influence client outcomes. Point person for talent programs: Top Talents, Technical Resources, and Executive Resources. Provided guidance for the HR Partners on mapping bar-raiser leaders and for succession planning for executive positions.

Responsible for consolidating the financial results of the HW Maintenance Unit in Services analyzing revenue, expenses, and profit with the Unit Executive. Point person for fall plan, forecast, and budget allocation processes. Provided monthly and quarterly reports to unit managers and also analyzed forecasts versus actual results. Supported recovery rate processes with forecast versus actual analysis operations, analyzing each of the main cost lines and the allocation process. Point person for the early revenue recording process and of the manual sheets for attributing taxes with Tax Team. Supported the Business Units to manage their business results and achievements in a more effective way, my goal was to assist them in having a proactive financial plan in place to get ahead of problems, to keep the financial results on track, and to guarantee the expected process flow.

Responsible for monitoring and providing support for corporate audits and internal audits together with the GTS Business Controls leader. Worked on reviewing the units’ processes and providing guidance on the responsibility separation matrix, legal requirements, and internal monitoring requirements. Point person for capital assets for outsourcing projects supporting project managers in the approval cycles and consolidating the CAPEX process. Supported the consolidation of GTS financial results with the head of Finance responsible for the process of consolidating the Unit’s income, expenses/costs and profit: end-to-end of consolidated financial overview.

I was in charge of supporting the Treasury process and controls to provide innovation in the way we worked to improve supply to bank branches in various parts of Brazil. Reviewed processes, analyzing them together with the bank’s management, legal department, and suppliers. Interacted with suppliers and internal customers to analyze their end-to-end experience and to suggest improvements to our interactions to work in a more integrated way.

Inovação, Design e Estratégia

O programa Women in Tech em parceria com o Comitê Mundo Digital - Núcleo SP do Grupo Mulheres do Brasil organizou esse programa para desenvolvimento de um projeto utilizando metodologia ágil. Projeto desenvolvido - Retorno Profissional 45+. Guia para Recolocação Profissional e Autonomia. Nosso propósito é tornar a jornada de recolocação profissional mais fácil. Preparando as mulheres para brilhar em empresas que reconhecem a importância inestimável de suas experiências e habilidades.

O curso proporciona um espaço de compartilhamento de experiências e conhecimentos sobre os papéis e os desafios de líderes em um ambiente de transformação digital, com o propósito de desenvolver habilidades para o exercício de boas práticas de liderança e gestão de pessoas, que contribuam com resultados efetivos para as organizações públicas, privadas e do terceiro setor. Competências a serem desenvolvidas ao longo do curso: exercer boas práticas de liderança e gestão de pessoas, considerando impactos da transformação digital; utilizar modelos e ferramentas de autoconhecimento que contribuam para uma liderança eficaz; escolher a melhor metodologia para atuar como líder coach ou líder mentor; atuar estrategicamente na construção e na manutenção de equipes de alto desempenho, criando um diferencial competitivo para a organização.