Sophie L

March 2017- June 2017 : EATON - €23 billion- 100,000 employees
HUMAN RESOURCES MANAGER France
(Multi-site, 450 people-METALLURGY) Member of the management committee- Supervising 5 people
o Leading an employee survey
o Putting together the legal file
o Supervision and HR management of two sites

September 2013- February 2017 : HAEMONETICS- $227M- 4000 employees
European management, 350 people
HUMAN RESOURCES BUSINESS PARTNER France
(Multi-site, 70 people- SYNTEC) Member of the management committee- Supervising one person
o Managing the transformation of the organisation following a takeover:
- Managing the integration of two entities
- Steering the geographical relocation of the two entities
- Negotiating and steering a redundancy plan (PSE)
- Negotiating and implementing voluntary departures
- Supporting the management team in ensuring continuity of service and re-motivating the teams
- Adapting the structure to the new strategic direction (job descriptions, skills profiles, managing staff transferability)
- Managing the physical reorganisation of the workplace
o Social dialogue and running the employee representative bodies:
- Steering the bodies (works council/staff representatives and health and safety committee)
- Renegotiating employee benefits
- Negotiating company agreements
o Legal advice:
- Handling disciplinary matters
- Advising and supporting the management team
o Administration and payroll:
- Supervising payroll and day-to-day HR management
o Recruitment and skills development management
o Steering HR projects:
- Steering and launching the corporate retention programme across Europe
- Overhauling the annual appraisal process
- Designing & running training modules on management & professional effectiveness and change management

November 2011- September 2013: UP TO LEAD, single-member limited company HR CONSULTANT
o Assessing psychosocial risks and drawing up a resolution plan
o Coaching /training: identity work
o Interim management assignment = HR Director, Sofitel Paris

June 2005- May 2011: HILTON LYON - 170 people, €14M- (hospitality sector) HUMAN
RESOURCES MANAGER Member of the management committee-
Supervising four people
o Social dialogue and running the employee representative bodies:
- Negotiating an end to a strike and restoring social dialogue
- Steering the works council/staff representative and health and safety bodies
- Steering collective bargaining (working time, pay, employment of older workers…)
o Legal advice:
- Amicable settlement of cases
- Handling litigation cases
- Negotiating departures
- Handling disciplinary matters
- Advising and supporting the management team
o Personnel administration and payroll
- Transferring payroll to ADP
- Supervising payroll
- Day-to-day HR management
o HR development:
- Rolling out the Group HR policy within the entity
- Putting people back at the centre of the customer relationship
- Designing a skills development programme for the management committee
- Steering an HR policy promoting the employment of disabled workers, …
- Leading the HR projects of the Group (quality, customer satisfaction, sustainable development…)
o Talent management:
- Internal career development plan/ professional mobility / career committee
o Internal communication:
- Organising internal events: job discovery games, cooking and sports activities, team challenges, employee of the month, 5 minutes for the planet…)
- Running a quarterly HR forum and company culture workshops
- Designing the in-house magazine
- Developing the employer brand: external relations, school partnerships
- Organising open days
- Relations with the local press

April 2002- June 2005 : CPAM Isère, 250 people, multi-site- HUMAN RESOURCES MANAGER Member of the management committee- Supervising five people
o Personnel administration and payroll:
- Setting up a time management tool /clocking system
- Rolling out the capabilities of the payroll system
- Supervising payroll and HR management
- Designing the HR processes as part of the certification of the HR activities
o Social dialogue and running the employee representative bodies:
- Steering the employee bodies (works council/staff representatives and health and safety committee)
- Annual negotiations and implementation of the company agreements
- Overhauling social dialogue
o Legal advice:
- Managing and settling employment disputes
o HR development:
- Supporting the ISO 9001 version 2000 certification project
- Change support (the user becomes the customer/ customer satisfaction measured/ performance requirements …)
- Developing the HR skills of the HR team
o Internal communication:
- Designing an in-house magazine on Quality
- Organising the launch day of the Quality programme

October 2001- January 2002 : SEMALY, multi-site 240 people- €850M ( SYNTEC) Temporary assignment - PERSONNEL MANAGER
o Payroll, social security contributions and HR reporting

March 2001- May 2001 : KPMG-Rhône Alpes regional management, 330 people, multi-site- SNTEC Temporary assignment - HUMAN RESOURCES MANAGER
o Introducing the working time agreement across all the sites

July 2000- February 2001 : ELIANCE, ELIOR Group- 120 staff 120 people (hospitality sector) Temporary assignment
HUMAN RESOURCES MANAGER
o Collective negotiation of an agreement on working time /fixed pay rather than tips)
o Handling disciplinary matters and departures (unfitness for work …)
o Operational HR management (personnel administration and payroll)
o Designing and implementing the training plan
o Designing the HR and payroll management processes (manager's handbook/ payroll manual …)

Jan February 2000- April 2000 : EURO INTERACTIVE, 70 people (call centre) Temporary assignment-
HUMAN RESOURCES ASSISTANT
o HR administration
o Recruitment