Rose Fontes

Led the People Operations in Rio de Janeiro, Santos (SP), Santiago (Chile) and Port Manatee (USA) in the areas of talent sourcing, compensation and benefits, leadership development, global mobility, union relations, performance management, career and succession plan, graduate and trainee programs and HRIS/My Goals. Managed the annual salary review process. Worked closely with the Global HR team in implementing company wide HR initiatives, practices, policies, and procedures, aligned with HQ.

Implemented the Human Resources Department: Organizational development, talent sourcing, compensation and benefits, on boarding, performance management, training, and development. Acted as a Business Partner, providing advice and counsel to senior leaders. Led the employer brand program under the following workstreams: Implemented the career development plan for all levels and structured all job functions; Implemented the coaching program for high potential employees and development of leadership; Implemented and conducted the 9Box methodology for career and succession plans for all levels, identifying and following up the high potentials for succession. Responsible for organizing the annual team building gathering, to strengthen the organizational culture and bolster teamwork. Ran a project to select junior professionals from top-tier universities and send them to the attend a master’s Program overseas and the Internship programs. Trained managers in feedback and team assessment. Led the implementation of the performance management in Success Factors at all levels, aligning its practices to the market and the company's objectives. Managed the expatriate’s mobility, from the initial work visa process to repatriation, aligned with corporate guidance and local law. Developed and introduced employees’ temporary assignments from Rio to HQ, where the HR Department was the first to implement the project. Participated in the implementation of a Mentoring project, acting as mentor of Junior professionals. Managed the HR annual budget (planned vs. realized). Led the Project of closing activities of offices (demobilization) in Recife and Natal and defined the severance package of employees, including retention packages, talent acquisition of replacement personnel in Rio de Janeiro (average of 150 interviews), among others.

Implemented the Human Resources department: compensation and benefits, talent sourcing, performance management and training and development. Led a project to include new levels in health and dental plans, expected to reduce the annual cost of US$ 200,000. Led the implementation of the performance assessment process of the operational and administrative departments, at all levels. Managed processes of talent sourcing, at all levels, and established new evaluation tools, including competence-based interviews and psychological evaluations. Prepared a study and suggested the redrafting or cancellation of contracts with some external consultants (monthly and day contractors), bringing 30% of those to the CLT regime (Brazilian Labor Law), which mitigated labor risks and further consolidated the new structure of jobs and wages.

Redesigned and managed the Human Resources department based at the plant located in Niteroi, in addition to an operational base in Macae. Set new parameters and tools in the process of talent sourcing. Led the career and succession planning process. Reduced the cost of external recruitment for technical positions by US$ 250,000/year, hired recruiters, renegotiated terms with recruitment agencies and reduced the time of selection by 15%, which consolidated Brazil as the lowest costing business. In partnership with the head office, participated in the implementation of a 12-months behavioral training for professionals in the plant, with a focus on interpersonal relationships, teamwork, and motivation. Managed the HR annual budget (planned vs. actuals). Implemented corporate policies, such as code of conduct, moral harassment, alcohol and drugs, admission, dismissal, promotions, sexual harassment, Dress Code, amongst others. Monitored turnover rates, time of recruitment and dismissal interviews.

Participated in the project that defined and implemented HR global strategy. Managed the local compensation and benefits. Led the talent sourcing and on boarding process. Implemented and coordinated management training on leadership, coaching, and communication. Implemented the competence-based interviews for all levels.

Managed the renovation of 3,000 m2, spread between three floors, finishing the services 30 days before the deadline, which resulted in recognition by the president of Latin America. Elaborated KPIs of the administrative department of the offices in Rio de Janeiro, Vitoria and Macae, monthly publishing in corporate communication media. Managed the travel and administrative purchases departments, with the implementation of procedures and review of contracts, generating annual savings of US$ 2 million. Elaborated and implemented the plan to modernize the reprography bureau, generating annual savings of US$ 40,000. Reviewed telephony, conservation and cleaning, and safety contracts, generating savings of US$ 80,000/ Year.

Part of the start-up of the company in Brazil, being responsible for opening offices in Rio de Janeiro and Rio Grande do Norte, contracting services, negotiating with suppliers and budget control. Implemented and led the Human Resources Department: compensation and benefits, talent sourcing, on boarding, performance management, training, and development. Led the implementation of the Personnel Management Corporate system. Assisted the president with the implementation of the employee assistance program according to guidelines provided by the head office. Led the downsizing project of the company in Brazil.