Paweł Kamiński

External consultant and leader of the project of commercialization and restructuration Technical Service Department of Volvo Car Poland

• Processes mapping and optimizing
• New organizational structure of Technical Department
• New roles and positions job description in Hay model
• New Department head recruitment
• People development plans, coaching and training in customer experience

Projekt restrukturyzacyjny Volvo Auto Polska
Projekt szkoleniowy Zawansowana Obsługa Klienta dla sieci dilerskiej Volvo
Projekt szkoleniowy Zarządzanie Zespołem dla sieci dilerskiej Volvo
Proces coachingowy dla Dyrektorów Sprzedaży sieci dilerskiej Volvo

- Reporting to President of Management Board of Dom Development S.A.
- Responsible for HR and Administration Team (12 employees)
- Responsibilities description:

• Responsible for all HR processes in entire Dom Development Group
• Merger Dom Development and Euro Styl (new entity in Gdansk)
• Creating and implementing new HR strategy for DD organized around four pillars: Performance Management, Company Capabilities, Remuneration and Motivation and Company Culture evolution
• Performance and effectiveness system creation and implementation – processes measurement and KPIs system creation for whole company
• Appraisal system creation and implementation, including satisfaction on internal cooperation among employees
• Creation and implementation unified and coherent Bonus System for all employees (including management board)
• New company culture model oriented towards effectiveness, cooperation and business initiative
• New people cost controlling model implementation (remuneration, benefits, development and recruitment)

- Reporting to CSEE Managing Director and Sequana Group HR Director (Paris)
- Responsible for Regional HR Processes and Teams across South and Central Europe (8 countries) (14 employees)
- Responsibilities description:
• Business partnership for Managing Directors of 7 countries
• Coordination of all Performance and Development Process (including Antalis Academy coaching culture and New Commercial Model implementation
• Participation of co-creating Antalis HR strategies and polices across whole Antalis Group trough participation in decision body of HR Steercommeetee
• Headcount and People Cost monitoring and supervising in all8 countries (800 employees)
• Country (local) Business Plan validation and co-creation
• Co-operation with employees representation bodies (TU and Work Council)
• Special projects:

- New competencies model for line employees and managers
- Learning Management System – plan of implementation and
supervising pilot test in Poland and preparation for launch in all CSEE
- Coaching process for all Sales Depts. across CSEE – basing
on assessment and competencies model

- Reporting to National Managing Director of Antalis Poland
- Responsible for HR Team (4 employees) + Administration (2 employees)
- Responsibilities description:
• Business partnership for TOP Managers (Department Heads)
• Responsible for all HR processes in entire organization (Sales, Marketing, Support Functions, Logistics and Technical Departments)
(over 300 employees)
• Merger Antalis & MAP – organizational, financial, cultural with business continuity orientation
• HR Strategy creation in Performance Management, Capabilities Building, Engagement & Organizational Culture reinforcement, Reward & Recognition
• Structure and organization chart designing according to business needs
• Employment and recruitment needs exploring. Participation in decision processes
• Leading People Cost and headcount – areas in Antalis Poland
• Succession plan for Talented employees development
 
 Special projects:
- Hay Job evaluation process (position evaluation in organization)
- EON Hewitt – Employees Engagement Survey – as tool for manager
& employees integration after merger process 2012 / 2014
- New remuneration system for Sales & Marketing Departments
of Antalis Poland
- Learning Management System implementation (ePlatform)
pilot country
- Company Values& Behaviors implementation
- Performance Development Review – coo-creation new system
basing on business performance and values & behaviors
- Leadership Academy – multidepartamental managers teams
development program including Project Management utilization
(projects brings over 1.000 kPLN yearly savings)

- Reporting to National HR Manager of Coca-Cola HBC Polska
- Responsible for Regional HR Leaders Team (3 employees)
- Responsibilities description:
• Business partnership for managers in Commercial Department
• Responsible for all HR processes in Commercial Dept (Sales, Marketing, Logistics and Technical Departments)
(over 1.600 employees)
• Structure and organization chart designing according to business needs basing in SAP environment
• Employment and recruitment needs exploring. Participation in decision processes
• Monitoring headcount and operational cost of Commercial Dept
• Leading Performance and Development processes in Commercial Dept basing on Leadership Pipeline methodology
• Talented employees development including creation succession plan for whole department
• Talent monitoring and acquisition processes
• Development of innovation spirit trough leading appropriate processes and tools
• Co-creation Culture Evolution process including coaching, mentoring and facilitation of multifunction teams
• Employees engagement building trough diagnosis based on internal surveys and coordination of execution of appropriate action plans
• Co-operation with employees representation bodies (TU and Work Council)
• Special projects:
- Regreading (position evaluation in organization)
- HR & Commercial Business Plan designing and executing

- Reporting to General Manager of Coca-Cola HBC Polska
- Responsibilities description:
• Completing development plan based on work in each of departments within organization: Sales & Marketing, Logistics, Operations, Finance, HR
• Business projects delivery (with Six Sigma Methodology) in mentioned above departments (Out of stock management in Sales, Indirect Water Distribution in Logistics, Sales Force Automation – cross department project)
• All processes within organization understanding and learning
• Six Sigma – Green Belt Training completing
• MBA course completing
• Financial Advanced Course completing

Achievements:

 Sales Force Automatisation Project – Leader:

Size: over 1002 Sales Representatives equipped and trained (including change management processes) with new technology (on line devices). It required of rebuilding and adjusting internal processes to cooperation with new technology and methods, training 1100 Sales Force employees to using new system

Project team: 17 people,
Budget 1.3 mln €,
Yearly savings 0, 6 mln €

- Reporting to President of Wyborowa S.A./ Sales & Marketing Director
- Responsible for 69 employees – Sales Department
- Responsibilities description:
 Co-creating marketing strategy of Wyborowa S.A.
 Establishing and achieving sales plans and targets for whole company (all channels)
 Sales Strategy building – consumer directions – through Wyborowa S.A. Sales Force and outsourcing Sales Force
 Sales, distribution, rotation and visibility (merchandising) building
 Managing, motivating and developing subordinated employees
- 69 people (5 Directors, 19 Managers, 41 Sales Reps., administration and analysts department)
 Managing for National Trade A&P budget and Customers Budgets
 Sales forecasting for Production and Import Department
 Logistics and delivery system optimization

- Reporting to National Sales Director
- Responsible for 20 employees, southern part of country
- Responsibilities description:
 Responsibilities for meeting sales budget volume in regional wholesale and international chains key account clients
 Negotiation sales condition with key clients in the region
 Managing all distribution channels: wholesale, retail, international chains, HoReCa
 Building of distribution, rotation and visibility of Wyborowa’s products in distribution channels
 Managing, motivating and developing subordinated employees
- 20 people (4 managers, 16 sales representatives)
 Responsibility for Regional Marketing and Trade Marketing budget
 Planning and introducing of trade marketing and promotional activities in all distribution channels in the region.
 Co-creating Wyborowa’s sales and development strategy

- Reporting to National Sales Force Manager
- Responsible for 72 employees, across whole country
- Responsibilities description:
 Projecting and completing managers’ skills development plans (PDP)
– setting and executing measurable targets in the field of personal qualifications which are necessary to meet business tasks
 Managing sales managers in their personal development sphere through direct leading – coaching and other forms of cooperation
 Supervising and executing agreed PDPs completed by area managers for their subordinates, including new employees introduction plans
 Evaluating subordinate team in the sphere of meeting set development goals – yearly and half-yearly evaluations (Performance Appraisals)
 Defining training needs for each position in the Sales Force with reference to business targets of specific position
 Creating training policy – planning, organizing and leading training sessions according to agreed yearly training plan – execution of above-mentioned plan
 Responsibility for Development Budget
 Creating new training programs referring to needs
 Seeking, negotiating and setting training sessions delivering by outside training companies
 Supervision and support for area managers in introducing knowledge and skills from training session to their teams and themselves – follow up – evaluating area managers in sphere of meeting after-training expectations
 Special projects – (for example: Performance Appraisal System, PDP System, Employees Motivation Analyze)
 Establishing and supervising recruitment procedures
 Recruiting new employees of JTI Sales Force, evaluating and recommending them after probationary period
 Supporting to NSFM in sphere of seeking information from the field about the business and developing the Sales Force
 Doing duties of the National Sales Force Manager during his absence
(setting targets, controlling the meeting of targets, analyzing and evaluating subordinate team) – the role of deputy of NSFM

- Reporting to National Sales Force Manager
- Responsible for 47 employees, eastern half of country, 63% JTI share of volume
- Responsibilities description:
 Responsibility for meeting plans:
 sales volume in regional clients wholesale channel
 building of distribution of JTI’s brands in regional retail covered by SRs
 building visibility and merchandising standards – as above
 Managing, motivating and developing subordinate employees - 47 people (5 area managers, 5 area deputies, 37 sales representatives)
 Co-operation with key wholesale clients in the East Region – Akra Warsaw (3% JTI share of volume) and Carmen Sochaczew (5% JTI share of volume)
 Responsibility for Regional Budget
 Co-creating JTI sales and development strategy
 Special projects (for example: Summer Action 2000, Task Force established to invent new merchandising materials