Monica maria marin Psicologa

Corporate Talent Specialist Advisor

Grupo Energía de Bogotá

Sep 2024 - Current (2 years 2 months)

/ I belong to the corporate services center that advises and defines talent strategy for the entire holding company in Latin America. • Led the SAP SuccessFactors implementation project as an internal ATS for all Energy subsidiaries group in Colombia, Peru, and Guatemala. • Identifying key positions and assessing talent to structure the successor pipeline for senior and middle management positions. • Leading the project to implement AI tools for CV screening, reducing manual review time by 60% and improving the accuracy of technical profiles. • Designing and implementing a structured onboarding program (90 days), increasing new staff turnover by 25% in the first year with the implementation of periodic online assessments to identify are

HRBP/Senior Consultant -Andean Region.

Talentlab Group

Jun 2023 - Sep 2024 (1 year 4 months)

• Leadership and execution of projects covering the different areas of human resources with focus on corporate culture, such as leadership development, team building, learning acceleration and transformation, innovation projects, diversity, equity, and inclusion models; as well as agility and change management projects into companies such as Avianca, Grupo Bolivar, and Sanofi, among others. • Creation of comprehensive end-to-end learning and development experiences for client companies, serving diverse audiences and individuals with different levels of seniority, that foster professional growth and improve organizational performance. • Led a leadership development project at Seguros Bolívar and Davivienda of Grupo Bolívar. • Led the dev

P

Learning & Developing Lead

PANAMERICANA RETAIL LIBRERÍA,

Jun 2020 - Mar 2021 (10 months)

• Development of the Change Management project called "Corporate Memory" for the consolidation of corporate values with the creation and consolidation of a change and culture office to ensure the implementation of the 2021-2026 corporate strategy. • Creation of the culture and talent committee to define succession plans in key and critical roles. • Creation of a community of Learning practice with store managers to promote collaborative work and the transfer of best practices and lessons learned at the operational, administrative, and commercial teams. • Structure the "trainee" program to accelerate and ensure the coverage of key and critical positions in alliance with Universidad and Universidad Javeriana.

C

Talent Consultant

Cochlear Latinoamerica

Oct 2019 - Jun 2020 (9 months)

• Advise the business in defining the structure and establishment of the workforce in Colombia and Mexico as a new operation for Cochlear in Latin America before the arrival of the pandemic.

C

Talent Director

CORPORACIÓN GRUPO TERRA – BIOMAX

Jun 2018 - Jun 2019 (1 year 1 month)

• Development of a Coaching training program focused on 35 leaders from different strategic and operational areas. • Definition of the model to carry out the annual talent mapping process (succession plans, career plans and establishment of high potentials and high-performance company guidelines). • Decreased turnover in service vendors from 50% per year to 15% through the implementation of the shadow coaching methodology. • Design and implement a program called "Commercial Excellence" in association with Universidad de los Andes for the strategic, tactical, and operational levels of commercial teams with a national scope. • Implementation of a program for developing commercial and services skills in alliance with SENA institute implem

E

Talent Acquisition, Learning & Culture Leader.

EMPRESAS POLAR-ALIMENTOS POLAR COLOMBIA

Jun 2016 - Sep 2017 (1 year 4 months)

• Definition of E-learning content for a Sales Academy program to train the commercial force and external distributors with a positive impact on turnover, going from 46% to 12% in one year. • Participation in the definition of the talent model for the company's most important sales channel (traditional or TAT), consolidating the channel as the one with the highest sales in the company (86%) through the adjustment and adaptation of the profile. • Consolidation of the culture management model through a project called "Essentials of Cultural Identity" in which work was carried out on the operationalization and consolidation of values, and on the identification of the value proposition employees. • Development of the organizational change s

G

Learning & Development Leader

GRUPO EBX ENERGÍA- CCX COLOMBIA

Dec 2011 - Jan 2013 (1 year 2 months)

Development LATAM Director

Organizacion terpel

Jun 2009 - Dec 2011 (2 years 7 months)

O

REVESTIMIENTOS

Organización Corona - ColCerámica S.A.

Nov 2006 - Jun 2009 (2 years 8 months)

G

Human Resources Analyst

GC2 CARVAJAL S.A. CONTACT CENTER AMERICAS

Oct 2003 - Nov 2006 (3 years 2 months)

G

HR Trainee-February

GRUPO AVAL-ATH.

Jan 2002 - Jun 2003 (1 year 6 months)

C

Leader Coach /

Coaching Hall International-2009

Monica maria marin

About

Detail

Timeline

Résumé

Monica maria marin

About

Detail

Behavioral traits