Claudio Guilhermão Tavares

Developed governance models and change strategies for the Digital Excellence team, enhancing cross-functional collaboration and adoption of new operational practices. Guided a decentralization transformation project, focusing on upskilling leadership and driving employee engagement through effective change management practices. Leadership Alignment and Engagement to foster change adoption and ensure business continuity.

Support to organizational change, transformational projects that impact people-process-technology, design and deployment of Ways of Working, change advocate and communication champion. Create and drive engagement among main stakeholders to shift from awarenes to adoption, keep senior stakeholders/sponsors aware of the transformation, risks and contingency plans, as well as provide them with updated roadmap and calendar of activities. Identify and address the gap of awereness between current and future state with solid change plan.

• Design of Recruiting solutions to suit diverse scenarios, according to the clients’ needs. Such activity was comprised of observing and analyzing client’s current processes and activities, interactions with candidates and the depth of technology usage to capture candidates and manage the process. Further solution elaboration based on volumes, team size and workload, accordingly to the positions and market complexity. • Service Center startup in Buenos Aires, Argentina, due to cost effectiveness, language needs, and workforce qualification. Assembly of teams, office startup, training into methodology, leadership coach and management. • Large volumes projects management. Based on each client’s requirements, assembly of sourcing and recruiting cells to search and assess candidate pool. Design of customized behavioral-based interviews to identify most relevant and hard to find competencies in finalists. Usage of Lominger competencies model. • Management of RPO (Recruiting Process Outsouring). By analyzing annual volumes and complexity of positions, definition of workforce and allocation in clients. • Workforce balance. Management of recruiting activities based on balance of different step/statuses of requisitions in accordance of each recruiter/sourcer readiness. Calibration of teams to better distribute workload. • Sourcing strategy design, according to position complexity and availability in the market, as well as, relevance and impact in terms of strategy versus operational aspect within the company organizational chart. • Candidate pipelining to keep data base updated and warmed for massive hiring projects. • Recruiting technology management. According to each client’s complexity, recommendation of clusters of technology on implementation, such as job boards, ATS (applicant track systems) and candidate CRM, along with posting technologies (job aggregators and J2W).

Leader for the Recruiting and HR Admin areas in the operations of HR Outsourcing for Johnson & Johnson. The scope of such work was South Cone countries (Brazil, Argentina, Chile, Uruguay and Paraguay). The period in Convergys can be divided into two different moments, as follows. Along that period, leadership on two different teams: Recruiting and Selection (3 recruiters) and HR Administration (4 analysts and 1 coordinator). IMPLEMENTATION • Identification of regional independent requirements and harmonization of local and cross borders processes. • Design of main Recruiting and Selection processes and data flow such as Interview, Due Diligence and background checks, Offer and Onboarding processes (receiving of documents from candidates, company’s policies and documents delivery and final communication with candidates). • Documentation identification with the client’s support, development of documents for communication protocol with the candidates, client’s managers, HR leaders, recruiters and third-party vendors involved in the Recruiting and Selection process. • Internal training development, both material and documents as well as in class training for new hires, cross tower teams and Client Support (service desk) team. PRODUCTION PERIOD • Coordination of organizational movements (new org unit creation, staff movements, mass job and salary changes) under accuracy and timeliness SLAs delivery. • Coordination of termination processes (voluntary and involuntary) and mapping of processes and main players, provided each termination has individual aspects and details. • Identification of organic changes in the process, detailing of variables and new data flow, discussion with client peers, granting of proper approvals • Follow-up of regional upcoming legislation updates • External client demands management, translation into the company’s strategies and development of internal tactical action plans to meet the client’s expectations.

• Recruiting and Selection process leadership (job requisition identification, market search, candidate’s trialing, interviews, testing application and correction, finalist candidates presentation to hiring managers, job offer presentation and internal area new hiring communication – Financial, Administrative, Marketing and IT. • Managers support in their teams development, profile identification and register, as well as development plan support. • Internal performance assessment tool communication, training and support along the year. Goal design and detailing, projects review and year end assessment support to all teams in the company. • Compensation job bands support and adjustments to the teams’ deployment. • Support to internal movements among the companies in the MMC holding (Marsh, Mercer, Guy Carpenter, Oliver Wymann and Kroll). • New hires onboarding training (company history, company market share, org structure presentation, business code of conduct, SMART goals, performance assessment tool presentation and goals settings). • Open positions management and turnover control. • New hires and terminations processes training for managers. • Competencies interview training for managers. • Internship program management, mass intern hires program design and application, and third-party vendor management. • Internal HR consultant and conflict support.

• Corporate climate survey data gathering and analysis according to the different HR functions and built as a multidimensional matrix using the company’s competencies as a dimension. Improvement proposal report development. • Internship program revitalization, new proposal, adjustment to the new competencies and adjustment of the recruiting process. • Foreign language program revitalization: internal survey to identify foreign language uses and applications. Identification of providers and negotiation of fees and educational programs for the company. • Compensation: local participation in a regional initiative (Argentina, Brasil and Mexico) to automating transactions (job titles, salary changes, promotions, terminations and org movements) by implementing PeopleSoft. • Compensation: review of reports to tree, org unit structure and identification of job descriptions by interviewing managers to provide the company with an accurate and updated job catalog. • Benefits: medical plan evaluation and assessment comparing the market practices. Identification of market mix (cost for the company and cost for the employee). Comparison to market practices and internal adjustments. Financial analysis for medical plan changes. • Car fleet policy development, definition of two types of car uses. Review of the master contract between the company and the car fleet provider. • HR processes map review: reviews the data flow, the players and resources and timing for payroll, PeopleSoft implementation, recruiting and selection, and also legal reports. • External payroll vendor review, data analysis, contracts review and adherence of the current supporting processes to PeopleSoft new configurations. Change management acting. • Recruiting and Selection: introduction locally of a new and global Recruiting and Selection tool and processes. Automation of the main activities and cultural change in the way positions were sourced and employees’ visibility of new internal opportunities.