Edgar Carrera Bautista

Summary

A successful escalating career with increasing accountability of more than 15 years working in the Human Capital Area from world class organizations which include companies from Pharmaceutical, Consumer Goods, Engineering & Automation Industry, Telecommunications & Technology, performing & leading diverse tasks/functions from the Human Capital Area. A proven track record in implementing new processes such as Diversity & Inclusion, Talent Management and Strategic Human Resources Processes for world class teams.

Experience managing budgets. Outstandingresults oriented, strengths include; Leadership, Talent Management & Development, Team Building, Strategic Planning, Creating an Inclusive Culture, Inspiring Trust, Collaborating & Influencing. Wide knowledge of multicultural processes and working methods.

Work History

Work History

Industrial Relations Assistant

Quaker de México S.A. DE C.V. (Gatorade) (A Pepsico Co.)

Position:Industrial Relations Assistant.Reports TO:Industrial Relations Head.

Responsible of the recruitment and selection of personnel, training and labor relationships.

óStructure and develop in 6 months the induction program to the plant, facilitating the adaptation of the new employees to the company, and this idea was used as model for the corporate induction course.

óCoordinate the process to achieve the reclassification and reduction of the IMSS risk grade of the plant, passing this of 7.5% in 1998 to 4.5% in February of 2001, generating savings for $100,000 dollars during 3 years in the payment of quotas.

óStructure and implement the training program focused in Quality and Good Manufacturing Practices, for 300 “blue collar” employees of the plant, which supported the improvement of the quality levels and the reduction of "scrap" in 15%.

Industrial Relations Head

Quaker de México S.A. DE C.V. (Gatorade) (A Pepsico Co.)

Position:Industrial Relations Head.Reports TO:Human Resources Director.

Negotiate collective agreements with the Labor Union. Coordination and development of the functions in the Human Resources area such as:Recruitment & Selection, Payroll & Communication, Training, Labor Relations (Negotiation with the Labor Union), Wages & Benefits. Direct Headcount: 01 People / Indirect: 300 People.

ó    Improvement of the labor relations, labor environment and the communication between the operative (unionized) personnel and the company across the development & implementation of an effective Labor Relations model.

ó    Reduction of the personnel turnover level in 15 %, through restructuring the recruitment and selection process.

ó    Develop strategies of contractual and wage negotiation for the plant, facilitating through this the improvement of the negotiation process with the labor union in a significant form.

ó    Develop and implement the strategy (1X1), with which I reduced the levels of unjustified absenteeism in 10% with relation 1999.

May 2011 - Present

Human Resources Director / Business Partner

Stanley Black & Decker México (Corporate Offices/ Sales Division)

Position:Human Resources Director (HR B.P.)Reports to: General Manager/H.R. Vice-President for L. A.

Re-definition & implementation of the HR Function with a strategic approach in Mexico’s subsidiary, coordinating, developing & Leading the functions of: Talent Attraction, Payroll & Compensations, Communication, Training, Labor Relations & Organizational Development with the HR team across the entire organization in Mexico, as well as providing leadership to all the Managerial team in all HR matters. Direct Headcount: 03 People / Indirect Headcount: 350 People.

  • I restructured & made more effective the Human Capital Area of Stanley Black & Decker México (In order to add value to the company & become an strategic partner)
  • Develop of policies & procedures of the Human Capital Area to strengthen the department, and give support to the Company’s growth strategy.
  • Develop and establishment in 4 months of the current salary structure, obtaining a better wage internal equity, market competitiveness, and a reduction of the personnel turnover in 15% during the first 8 months.
  • Delineate and implemented the company’s communication strategy to improve the labor environment, and reduce the personnel turnover level, through the application of action plans.
  • Led successfully in México the merging process between the commercial organizations of (Stanley Works & Black & Decker) with no labor risks & keeping the moral of the employees to maintain the team’s productivity & the Company’s profitability.
  • Develop & implementation of the “new Variable Compensation Model” for the Sales Force (Implemented in the 2nd Semester of 2011), which increased the company´s sales 12%.
  • Develop & implementation of the Strategic Human Resources Plan for SB&D México, to establish the action plans to attract, develop & retain the talent base to support the business growth in México.
Aug 2007 - May 2011

Human Resources Director

Anixter México

Position:Human Resources Director.Reports TO: General Manager /Regional H.R. Director

Development & implementation of the HR Function in Mexico’s subsidiary, coordinating, developing & Leading the functions of: Staffing & Selection, Payroll & Compensations, Communication, Training, Labor Relations & Organizational Development with the HR team across the entire organization in Mexico, as well as guiding the directive team in all HR matters. Direct Headcount: 03 People / Indirect Headcount: 350 People.

  • Design & development of the Human Capital area for Anixter Mexico (from scratch)
  • Develop of policies, procedures and the structure of the Human Capital Area to strengthen the department, and give support to the Company’s growth strategy.
  • Develop and establishment in 4 months of the current salary structure, obtaining a better wage internal equity, market competitiveness, and a reduction of the personnel turnover in 15% in 1 year. This model was implemented on a regional basis for the LA Region after 1 year of proved success & results in México.
  • Delineate and implemented the company’s communication strategy to improve the labor environment, and reduce the personnel turnover level, through the application of the opinion survey tool, and the establishment of action and communication plans.
  • Led successfully the merging process of an acquired company (QSN) with Anixter México with no labor risks & keeping high the moral of the employees to maintain the team’s productivity & the Company’s profitability.
  • Designed career paths for key personnel which allowed the company to identify key talent performers & prepare the succession plan for the future generations that will lead Anixter México in the future.
  • Designed & Implemented the career path plan for the Inside Sales Area, allowing the company to reduce the turnover (Internal / External) of personnel in this core area of the company & developing & retaining the talent base trough this strategy. This model has been exported to the APAC (Emerging Markets) Region & USA, to be implemented in 2 divisions of the company.
Nov 2005 - Aug 2007

Human Resources Manager

Pfizer Consumer Health Care Mexico S. de R.L.de C.V. (Capsugel Division)

Position:Human Resources Manager.Reports TO:Plant Director/H.R. Vice-President for L.A.

Coordinate and develop of the functions in the work areas such as: Recruitment & Selection, HS&E, Payroll, Training, & Labor Relations for 1 manufacturing plant. Direct Headcount: 01 People / Indirect Headcount: 250 People.

óDevelop and implementation of the career path for the plant’s key player colleagues, and their potential substitutes, supporting the business growth strategy and reducing the dependency of Headhunters to cover key positions. Also trough this strategy I assured the business continuity trough the preparation of the next generation of leaders who will lead / growth the business in México for this Pfizer’s Manufacturing Plant.

óDelineate and implemented the company’s communication strategy to improve the labor environment, and the communication between the Company & Union, creating trough this the conditions to close the bargaining process of 2006 in 4.5%, which was 1.5% less in comparison vs. 2005. It saved the company $800,000 MXP during that year.

óImprovement of the labor relations, labor environment & communication between the Unionized personnel & the Company trough the development & implementation of a communication model where the union representatives were trained to develop a business vision, in order to make them analyze & understand the impact of the wages negotiation process in relation with the cost & competitiveness of the company, facilitating trough this the bargaining process.

óIncrease of 25% of the “Colleague Engagement” in one year according with the Pfizer’s Global Colleague Engagement Survey in the plant, passing the indicator from 56% to 81%.This significant improvement was recognized & awarded by the Headquarters as one of the best branches with the highest colleague engagement in the Pfizer World.

óCoordinate the spin off process of the manufacturing plant from the former structure of PCHC (Consumer Health Care Division), which was sold to J&J & also I led the process of creation of the new company that remained with Pfizer & kept the employees into Pfizer’s Structure (Capsugel de México), also I negotiated with the Chairman of the Union & the National Board of the Union to move on this process, in order to allow both companies (Pfizer & J&J) go along with this process without any labor & risk & also keeping the team productivity & a high moral. As result of this spin off process I designed the new salaries & benefits structure for the “New Company” for both groups (Unionized / Blue Collar & White Collar employees)

Jul 2002 - Nov 2005

Human Resources Manager

Emerson Process Management S.A DE C.V. (EMERSON ELECTRIC CO.)

Position:Human Resources Manager.  Reports TO:General Manager/H.R. Vice-President

                                                                                                     for L. A.

Set up and define the strategies of the Human Resources Department, looking with it to keep our talented people contributing with this, to reach the company’s commitments. Coordinate and develop of the functions in the work areas such as: Recruitment & Selection, Payroll & Communication, Training, Labor Relations, Compensations & Organizational Development. Direct Headcount: 03 People / Indirect Headcount: 300 People.

ó    Develop of policies, procedures and the structure of the Human Resources Area to strengthen the department, and give support to the Company’s growth strategy.

ó    Develop and establishment in 3 months of the current salary structure for 300 employees, obtaining a better wage internal equity, market competitiveness, and a reduction of the personnel turnover in 20% in 1 year.

ó    Coordinate the analysis process of the functions in the payroll department, and through which restructured the form of salary integration, to obtain annual savings of $20,000 dollars for the company, and additionally the department’s service level was improved.

ó    Structure and coordinate the development and implementation of the training plan for 300 employees, contributing with this to improve and increase the sales effectiveness and the customer service level 7%.

ó    Develop and implemented company’s orientation program to improve and make easier the integration of the new employees to the company.

ó    Develop and implementation of the career path for the company’s Directors, Managers and their potential substitutes, reducing the use of Headhunters 90%, and saving the company $150,000 dollars during 2 years, and reducing the personnel turnover.

ó    Delineate and implemented the company’s communication strategy to improve the labor environment, and reduce the personnel turnover level, through the application of the opinion survey tool, and the establishment of action and communication plans.

Jun 1997 - Dec 1997

Human Resources Analyst

Division de Inmuebles Centrales / IMSS

Position:Human Resources Analyst (Social Service)Reports TO:Human Resources Office

                                                                                                           Chief.

Manage and control of the temporary personnel.

Apr 1996 - Apr 1997

Human Resources Assistant

Protein – Apotex S.A. DE C.V.

Position:Human Resources Assistant.Reports TO:Human Resources Coordinator.

Personnel Recruitment and selection, training plans development.

óDevelop and implemented the company’s training program, achieving the update of 20 % of the personnel in one year.

óDesign and implement the company’s recruitment and selection process, with which I reduced the personnel turnover levels for “Blue Collar Employees” in 35 %.

Apr 1995 - Apr 1996

Production Assistant

Protein – Apotex S.A. DE C.V.

Position:Production AssistantReports TO:Production Supervisor.

Coordinate that the personnel from the Production line achieve in time and quality the production area requirements.

ó    Organize and coordinate weekly meetings with the personnel of the powders production line, with which I improved and increase the efficiency of the above mentioned production line in 10 %.

ó    Develop and coordinate the implementation of a “cross training” program for the “blue collar” personnel in the powders production line, and with this I obtained a significant reduction of the production dead times in 15%.

Education

Education
Mar 2004 - Mar 2009

MBA

ITAM (Instituto Tecnológico Aútonomo de México)

The MBA was focused on the Marketing & HR. The reason to study the MBA was to acquire a wider business vision that allows me to support in a better manner the General Manager & the Company in order to make HR decissions, but based on business criteria, allowing trough that attract & retain the best talent that will support the busines growth & always taking care of the financial / commercial impact that an HR decission will have in the organization.

Jan 2001 - Dec 2001

Human Resources Diploma

ITAM (Instituto Tecnológico Aútonomo de México)

The Diploma was focused on HR Direction, The objective of being enrolled on this diploma was basicly to allow me acquire the tools / techniques that I´ve been applying along all this years to increase the productivity of the companies where I´ve been working & integrate the team in a more effective manner, also I´ve had the chance to learn from others best techniques that makes from companies a great place to work & that allow me attract & retain the best talent.

Jun 1993 - Jun 1997

Business Administration

UPIICSA / IPN (Unidad Profesional Interdisciplinaria de Ingeniería y Ciencias Sociales y administrativas)

The degree was on business administration but focused on HR & I got a major on finance. This degree is focused in develop the HR skills / knowledge that allowed me understand the business implications of an HR decission & the best way to support the busines. The degree was focused on companies where HR will interact into a manufacturing environment. (specially to keep good labour relations with the unions)