Jéssica Beatriz Afonso D'Agostin

Global Reporting | Responsible for Talent Acquisition in South America (Brazil, Argentina, Chile, Peru, Paraguay, and Uruguay) | Team of 24 (managers, specialists, talent acquisition analysts, and contractors) across multiple locations - São Paulo, Santa Catarina, Rio de Janeiro, Rio Grande do Sul, Minas Gerais, Buenos Aires, and Rosario | Lead the Transformation of the Talent Acquisition area in the region and the consolidation of TA as a recognized center of expertise for our stakeholders. Responsibilities: • Defining the Talent Acquisition strategy for the South American region, aligned with Global policies; • Defining different attraction and selection strategies, depending on the vacancy and market reality, exploring systems and tools for better results; • Managing the selection of over 3000 vacancies per year across different levels and expertise; • Ensuring the achievement of Global goals and monitoring strategic KPIs, focusing on operational efficiency and areas for improvement; • Leading and/or collaborating on Global projects, such as system implementations, policies, etc., in addition to representing the region in discussions and the definition of strategies and actions; • Influencing and engaging local leaders and teams on the area's strategy and policies; • Partnering with HRBP teams on projects and initiatives related to Talent Attraction, Employer Branding, and/or University and student relations; • Acting as a consultant in the selection of key talents for the Organization; • Leading the attraction and selection strategy for Entry Programs (apprentices, interns, and trainees) in our region, as well as University and student relations actions and initiatives that impact brand reputation (Employer Branding); • Monitoring Candidate Experience (CX) and the experience of leaders and HRBPs in selection processes; • Supporting the organization in business integration or expansion processes (from a TA perspective).

Led a team of 14 professionals across three key areas: Talent Acquisition, Employer Branding & University Relations, and Digital Office. • Talent Acquisition Team: Responsible for recruiting over 2,000 positions annually, encompassing both internal and external hires across all organizational levels. • Employer Branding & University Relations Team: Deployed the global employer branding strategy and developed localized initiatives to reinforce the Employee Value Proposition (EVP). Established governance for local employer branding activities, creating and managing key performance indicators (KPIs). Managed candidate experience, overseeing all touchpoints with candidates. Collaborated with the Communications department to define social media strategy and content calendars for platforms like LinkedIn, Glassdoor, and Instagram, as well as internal channels to attract talent and engage existing employees. Led university relations initiatives, coordinating and training internal speakers and ambassadors. Managed participation in the Great Place to Work (GPTW) survey and other relevant rankings and awards aligned with attraction and retention strategies. Oversaw pre-onboarding, onboarding, and offboarding activities. • Digital Office Team: Responsible for managing, disseminating, and promoting a digital culture and mindset within HR teams. Provided information, training, presentations, and discussion forums to prepare teams for the "digital era" and keep them updated on new technologies and methodologies. Implemented digital initiatives across HR (systems, AI, RPAs, automation, etc.), coordinating all stages from design to implementation with the IT team using agile methodologies.

People Development Analyst – (Jul 2018 - Oct 2020) • Implemented initiatives to develop employee competencies, onboarding programs, and cultural integration activities, primarily focusing on new talent (interns, trainees, and high-potential non-managerial employees). • Led and validated the identification of high-potential employees during the performance review process, including implementing Learning Agility methodology, 9-box grids, assessments, HR/Talent Committees, succession planning, and introducing the concept of "Scania Potentials" rather than just departmental potentials. • Contributed to the project of reviewing Scania's organizational and business competencies and implemented a new feedback/performance tool. • Participated in global and local projects mapping future competencies and preparing employees for upcoming organizational changes. Training & Development Analyst – (Feb 2016 - Jun 2018) • Led the department's restructuring, guided by the Director and an external consultant. This involved working with teams on cultural mapping, defining the department's strategy and goals, developing policies and programs, and defining and managing new KPIs to improve departmental efficiency and effectiveness. • Led global programs and cascaded concepts locally. • Conducted training and development initiatives for Scania's sales team, supporting the sales force through the launch of the New Generation of Scania Trucks (a major project involving a shift in sales approach) and other new products and services. • Implemented a new performance evaluation tool using the 9-box methodology and established calibration meetings and talent discussions.

Final Position: Senior Talent Management Analyst • Led company-wide training and development activities, including managing development programs for apprentices, interns, trainees, and leadership. • Managed the performance evaluation process, identified high-potential employees, mapped successors, and recommended next career steps (People Review process). • Managed the organizational climate: administered the annual climate survey, monitored results, and proposed actions to improve employee engagement and retention, and strengthen the employer brand. • Led HR projects, ranging from creating new development programs and restructuring departments to conducting workforce studies for new business units (talent mapping, identifying local professionals, developing salary structures in collaboration with Compensation & Benefits, etc.). Essentially, the Talent Management function spearheaded major people-related programs and initiatives and played a key role, alongside company executives, in strategic talent discussions.

• Responsible for conducting meetings and discussions to identify training needs for each department and subsequently developing and implementing the Annual Training Plan, ensuring alignment with business needs and budget adherence; • Managed and monitored Trainee and Internship Programs, focusing on developmental activities, engagement, and retention; • Conducted recruitment and selection processes for operational and administrative roles. Oversaw onboarding and development/training plans for new hires; • Managed internal communications regarding retention and engagement activities and initiatives; • Developed and maintained partnerships with educational institutions to promote development opportunities for employees and their dependents; • Supported the People Review process by identifying high-potential employees and contributing to succession planning.

Working within the Human Resources Development (HRD) department, I supported the following activities: • Provided support for training sessions and corporate programs, including identifying, evaluating, and contracting vendors, as well as logistical support; • Developed partnerships with educational institutions to secure discounts and special conditions for employee and dependent development opportunities, fostering career ownership and new skill development; • Updated and monitored departmental KPIs; • Supported internal marketing initiatives to enhance employee engagement, such as events for Father's Day and International Women's Day; • Assisted in developing and updating materials for the company's succession planning process, aiming to facilitate productive discussions about candidate profiles during calibration meetings; • Created and maintained the HR page on the company intranet, ensuring employees had access to key information and updates. After one year as an intern, I participated in an internal recruitment process and was hired as a permanent employee at another company within the Saint-Gobain Group (Brasilit).

Worked in Volkswagen's Corporate Education department, supporting the following activities: • Onboarding of new employees; • Supporting the planning, procurement, and logistics of training delivered during entry-level programs (internships and traineeships); • Maintaining and managing the internal training platform (access management, course availability, support tickets, etc.); • Monitoring the execution and results of Volkswagen's performance evaluation process, working on action plans, internal communication to ensure adherence to deadlines, and explaining the evaluation tools. During the internship program, I participated in a project to update the onboarding program, aiming to make it more engaging, dynamic, and efficient for participants, the organization, and the teams involved.