Ursula Kallendorf-Program Management Recruiting EMEA

Mergers & Acquisitions & Outsourcing

• Hr Due Diligence; Spa; Carve Out; Tupe Transfer (Business Transfer §613a); Pmi With A Focus On Harmonizing T&C & Workforce Transformation; Retention & Communication

Workforce Restructuring

• Balancing Interests & Redundancy Payment Schemes; Voluntary Leaver Program; Social Selection Procedure; Retention & Communication

Compensation & Benefits

• Remuneration Strategy & Pay Scheme; Job Evaluation; Flexible Working-Time Model

• Excellent Stakeholder Management: Interface With Management, Headquarters, Local Hr, Works Council, Employees, Supervisory Board, Investors, And External Advisors (E.G. Wtw, Law Firms)

• Experienced In Private Equity Settings: Kkr, Ta Associates, Permira, Platinum, St6

• Culturally Aware: Clients From The Us, The Uk, India, The Netherlands, Sweden, Japan, Italy, South Africa

• Broad Industry Experience: It, Pharmaceuticals, Retail & Logistics, Engineering, Financial Services, Fmcg, F&B, Real Estate, E-Mobility, Semiconductors, Agriculture

• (M&A) Networks: M&A Association Germany, Nayadaya Analytics, Global Pmi Partner, Cba Cross-Border Associates, Korn Ferry

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• Providing A Clear View On All Hr-Related Deal Topics By Assessing Typical 'Pain Points' Such As Strategic Fit, Cultural Fit, Employee Structure & Skills, Leadership, Gaps In T&C, People-Related Risks, And Personnel Costs
• Ensuring That All Critical Hr-Related Deal Topics Are Covered In The Spa By Developing A Negotiation Strategy Focused On Reducing Financial Risks Like Pension And Redundancy Costs, As Well As People Risks Like Skill Drain

Carve Out & Tupe Transfer (Business Transfer §613a)

• Ensuring Organizational Readiness For Reverse/Forward Carve Out By Assigning & Transferring Employees To The Target Organization And Managing Key Stakeholders Like Works Council, Employees, And External Advisors, Shaping The Hr Function (Hr Tom, Hr Tsa), And Splitting Hr Systems (E.G. Bonus, Pension/Cta, Time Accounts)
• Managing An Efficient, Low-Friction Transfer By Analyzing All Hr-Related Risks & Gaps In T&C And Negotiating A Transfer Agreement; Managing Key Stakeholders Like Works Council, Employees, And External Advisors; And Setting Up Retention & Employee Engagement Programs; Presales & Pricing

Retention & Communication & Employee Engagement

• Reducing The Risk Of Losing Key People By Identifying Essential Employees, Assessing Individual And Organizational Risk Drivers, And Developing Individual Retention Plans Covering Personal Motivators As Well As Targeted Communication And Onboarding Programs
• Boosting Employee Engagement By Designing Communication And Onboarding Programs With Cultural Awareness In Mind

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Post-Merger Integration

• Harmonizing T&C By Building A Forward-Looking Strategy Considering Legal & Cost Constraints, 'Best Of Breed' & Benchmarking, And Investor Requirements, E.G. Performance Management, Bonus & Sales Incentives, Grading, Pension Schemes (Incl. Db, Dc, Di, Cta, Provider & Processes), Company Car, Canteen, Benefits Provider Contracts (Fleet Management, Company Bike, In-House Benefits)
• Managing Workforce Transformation By Implementing The Tom And Realizing Synergies By Resizing And Streamlining The Target Organization, Designing Retention & Knowledge Transfer Programs, And Advising On Restructuring Measures & Sequence

Workforce Restructuring

Workforce Transformation

• Shaping The Future Organizational Design By Analyzing Employee Structure And Skills, Designing Retention & Knowledge Transfer Programs, Advising On Restructuring Measures & Sequence, And Optimizing The Social Selection Procedure

Execution Of Layoffs

• Managing An Efficient, Low-Friction (Mass) Dismissal Process By Developing A Targeted Works Council Consultation Strategy (Balancing Interests And Redundancy Payment Schemes), Mediating Between Management, Global Hr, Investors, And Works Council, And Managing Legal Advisors
• Creating A Voluntary Leaver Program That Meets Both Business And Employee Needs

Termination Process

• Ensuring A Smooth Termination Process By Planning A Clear Communication Program, Setting Up A Retention Program For Remaining Employees, And Briefing Managers

Compensation & Benefits

Remuneration

• Developing A Remuneration Strategy In Line With Employer Branding, The Economic Situation, And Company Culture; Optimizing Bonus & Sales Incentive Schemes, Employee Profit Sharing, And Company Car Policy

Job Evaluation

• Optimizing The Organizational Structure By Evaluating/Mapping (Managerial) Roles Into A Job Architecture Incl. Salary Benchmarking

Working Time Flexibility

• Optimizing Current Working-Time Models Such As Flexitime, Overtime, And Part-Time In Line With Employer Branding And Flexibility Needs