Jimmy Shibduth

✔️ Design of HR strategy and policies (HRD Replacement)

✔️ Social Relations (Elections, management of CSE and unions, negotiation, departure management)

✔️ Workforce Planning & Recruitment (Creation of a recruitment strategy)

✔️ Compensation & Benefits (group harmonization)

✔️ HR Performance & digital tools (Implementation of social management control, reporting, and KPIs)

✔️ Talent Development & Internal Mobility (Employer Branding and Employee Engagement)

Context: Group in hypergrowth driven by an investment fund. Annual revenue €200M, organic and external growth (M&A), retail development (40 outlets opened in 2 years), start-up integration. Demanding, international environment. Start-up/scale-up incubator.

Scope: 9 direct reports in HR.

Key achievements:

• HR Strategy & Cultural Leadership: Define HR strategy in collaboration with CEOs and the Executive Committee. True business partner to develop organizational culture to retain talent, anticipate external growth (train and coach managers and employees, HR and legal support...), ensure performance and skill development through coaching and providing tools.

• Talent Acquisition & Employer Branding: Design and implement employer branding (social media communication, school relations...) and recruitment strategy (attracting top talent) using the 'Who' method (scorecard, Tier A...). Supervise headquarters onboarding and implement surveys.

• Talent Development & Performance: creation and deployment of annual/professional interviews, training program (personal development), career management, skills framework for all jobs outside of headquarters for the 9 brands. Identify key talents and foster their growth for operational excellence.

• Operational Management & HR Governance: guarantor of diversity, equity, and inclusion, parity compliance (30% women in 2023, 47% in 2025). Organization of the annual seminar.

• Social Relations: management of employee representative institutions, handling 200 departures per year, supervision of disciplinary actions (approx. 100 per year), 30% cost reduction.

• Comp & Ben: management of group payroll (reliability, compliance, payroll mass: €20M), 40% reduction in health costs, creation of salary grids and variable compensation plans.

Results: 200 recruitments, turnover decrease from 45% to 12%, 30% reduction in ancillary costs.

Global context: assignments in HR transformation, growth or crisis management, repositioning of the HR function, or consolidation of practices in multi-site and multicultural organizations, management of CSE and unions.

Deputy HR Director – ESCP Business School (750 employees) – 2023

• Restructuring of the HR function: prioritization of actions, development of cross-functional HR processes (individual social balance sheet, performance appraisal, mobility) and production of an HR dashboard.

• Managerial Consulting: legal support, personnel HR management, role repositioning.

• Social Dialogue: facilitating employee representative meetings and change management support for them.

Sr HR Manager EMEA – UKG (300 employees in France, 80 at HQ – scale-up mode) – 2022

• Structuring HR for EMEA: implementation of scalable processes and remote team management (3 people, France/UK).

• Audit and overhaul of compensation practices: benchmark, variable pay review.

International People Ops Manager – OCUS (start-up/Scale-up, 120 employees) – 2022

• Definition and deployment of a shared international company culture.

• HR restructuring: managed workforce reduction (90 → 70 employees), ensured social/legal compliance (no litigation after restructuring).

• Design of the employee experience: onboarding, career paths, succession planning.

HR Manager France / HR Director France – BCD Travel (230 employees) – 2021/22

• Member of the Executive Committee, global HR transformation: merger of business lines, HR repositioning.

• Crisis management: conversion of a Social Severance Plan into an individual departure plan (costs: -30%).