Nuno Vinagre

NUNO MIGUEL VINAGRE HR Director | HR Business Partner | Recruitment | Human Resources Management | Career & Talent Improvement | HR New Process Implementation | HR Information Systems Lisbon | Mobile Phone.: (- | Email:-DN: 26 / May / 1978 - LinkedIn: https://www.linkedin.com/in/nunovinagre/ EDUCATION Graduation in Human Resources Management, ISCTE, 2001 Post-Graduation in Business Intelligence, Universidade Católica Portuguesa, 2009 EXPERIENCE HR DIRECTOR Vision-Box since 2019 Reporting to CEO, my mission is to transform the People & Culture practice and support the company transformation process to become an unicorn. Changing and re-engineering all the HR processes. HR DIRECTOR Critical Software Reporting to CEO, I highlight some achievements in the various areas:     2016 - 2019 Recruitment: o After - 1: designing new recruitment and selection processes segmented by profile; 2: identification of new resources, tools and sourcing strategies; 3: implementation of the internal referral program (more than 200 hires in the first 12 months); 4: training of interviewers; 5: maintaining a network of partnerships to sum new capabilities to the internal recruitment team; 6 creating and coordinating a solid recruiting team; 7; implementing a new Employer Brand strategy using several new tools (e.g. digital campaigns) and company representation in various forums and presentations - we accomplished around 1.000 hires in 18 months which led to doubling the size of Critical Software and created Critical TechWorks from 0 to 600 employees; o Implemented the recruitment process for the joint venture with BMW - Critical TechWorks; o Nominated for the Employer Brand Leader of the Year 2019 (Emerging Leader Category). Career and Performance Management: o Designed the new career management model that relies not only on past performance evaluation but also on goal setting, career action plan and mentoring and implemented the pilot to test the new concepts. Training: o Systematized and consolidated the historical information; o Created training catalogues aligned with the technical areas and introduced new training concepts (soft skills). Employee Management: o Revised the compensation policy trough market benchmarking; o Introduced a new contractual management policy; o Created an outgoing process using exit interviews; o Supported the opening of a new office in Germany and the office closure in Brazil; o Coordinated the Office Management team through the opening of new offices;; o Implemented the annual calendar of internal events; o Ranked Critical Software in the Great Place to Work study in Portugal. TALENT MANAGER Deloitte 2014 – 2016 Coordinated the Talent Management team (People Connect) of the Technology Consulting division:     Recruitment: Implemented a specific strategy for attracting and contracting people from Science & Technology and implemented the process of reconversion of profiles for Science & Technology; Scheduling: Established the process of allocation of resources to projects according to their skills and availability; Competence Management: Created and implemented the process of acquisition and updating of competences, allowing not only a better allocation to the projects in progress but also the definition of training plans adjusted to the needs of the employees and to the strategy of the company; Training: Elaborated, implemented and controlled the training plan;   Career / Performance Management: Created the normalization’s process of criteria ensuring equity between teams; Organizational Climate: Created, implemented and analysed the organizational climate study to regularly measure the degree of employee satisfaction. SENIOR CONSULTANT Deloitte Reporting to Senior Manager participated in several projects in the banking / insurance industry:      Designed and implemented a commission application control using a set of analytical reports that reinforced the control capability of the collection process. This applications allowed to identify the loss of more than 1 million of euros per month (Data-marts implemented in IBM DB2 UDB, ETL process implemented in SAS Data Integration Studio and reports designed in SAP Business Objects); Implemented of a set of reports with management indicators needed for the activity of the Department of Operations of a large banking institution - indicators included service/operational level agreements (SLAs and OLAs) and production indicators. This indicators allowed the client to understand better the volume of operations segmented per type of operation and the capability of the operations team to answer his clients’ needs (Data-marts implemented in IBM DB2 UDB, process of ETL implemented in SAS Data Integration Studio and reports designed in SAP Business Objects); Participated in the data transformation component of a budgeting project for a foreign banking regulatory institution in using SAP BW and SAP BPC; Designed and implemented a solution for budgeting the personnel costs using the SAP HR cost planning module; Analysed and implemented several organizational climate studies and HR KPIs. HR SUPERVISOR Deloitte Participated in 3 different projects:    2009 – 2014 2002 – 2009 Supervised the RH team reporting to the HR Director and acted on topics such as Recruitment, Compensation and Benefits, Performance Evaluation and People Development. Achieved the trust of internal clients bringing back some of the HR operations that where decentralized in the several areas, which allowed the HR Team to provide a more coherent service along the company; Coordinated the implementation of PeopleSoft HRMS in Deloitte (implementation of various modules such as, workforce administration, recruitment, performance evaluation, benefits management, absence management, variable remuneration management, fleet management, etc.); which allowed us to automatize several process and start having the HR data needed to support decision making; Designed and implemented the Deloitte Career Development Model (definition of processes for performance evaluation, feedback, counselling, competency model, implementation of the support tool, training of end users, conducting evaluation meetings and standardization of evaluation criteria). The great achievement of this project was bringing clarity and coherence to a process of high importance due to its implications compensation and career evolution. HR ANALYST & RECRUITMENT SPECIALIST Deloitte 2000 – 2002  After six months of curricular internship invited to integrate the company workforce.  Between other achievements, introduced the technology in the recruitment process translated by start using an ATS system. SOME COMPLEMENTARY QUALIFICATIONS      Karass Negotiation Workshop - CRITICAL Software, Coimbra Business Writing – Deloitte, Lisbon Foundations of Business Advisory - Dynargie, Lisboa Applying the project management framework (PMBOK Guide) from the PM Institute - Deloitte, Lisbon Managing Your Team - Deloitte, Lisbon English: Fluent (spoken and written)        Project Management Program- Deloitte, Lisbon Learning Systems Training - Deloitte, Amsterdam Peoplesoft – HR e Payroll System - Oracle, Lisbon Peoplesoft – PeopleTools I and PeopleTools II Oracle, Lisbon Spanish (Initiate) – Language VIP, Lisboa Pedagogical Training of Trainers - Deloitte, Lisboa SAP Human Resources - Deloitte, Brussels