Andy Donaubauer

Experience

• 

  Franz Haniel & Cie. GmbH

  Jan 2009 - Jan 2011

  Management Development

  Responsible for…an international (d-a-ch) student development program with all steps of the “HR Cycle” by identifying top potentials, assessing, bond and develop them, place and promote into leadership positions

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  Xella Group

  Nov 2011 - Sept 2015

  Manager Personnel & Organizational Development

  Responsible for… initially setting up a strategic approach to improve leadership quality and increase synergies by steering all 34 countries and their hr departments regarding performance management, talent management and leadership development as well as implementing a social business platform, supporting the re-organization of the sales force and overall transition and re-structuring of the group staffing (as part of an IPO)

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  E.ON

  Oct 2015 - Mar 2017

  Manager Talents & Executive Development

  Responsible for…group-wide Talent Programs from trainees to potentials for top management, (individual) Executive Development, Strategic Leadership Transformation Programs on board level, Global Coaching Guideline with end-to-end processes, (functionally) leading an hr service team to organize and administrate all selfdeveloped concepts and initiatives

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  ALDI Nord

  Apr 2017 - Apr 2021

  • Implement HR Strategy to build professional HR Departments with demand oriented business solutions• Create Talent Management Landscape with Succession Planning to support growth and expansion plans from apprentices, studying programs up to executive level• Design Performance Management to identify (top & low) performers, potentials and talents and create measures to deal with defined target groups• Set Up a Learning & Development Culture, System and Management Academy to enable group-wide performance increasement • Developing an Employer Brand Strategy and People Acquisition Roadmap to support operational growth and stability even in crisis times• Supporting several business transformations and programs e. g. modernize the store concept including processes and people management, restructuring the sales organization, enhancing expansion speed and quality, general revenue offensive, internationalizing & reshaping the organization Show less

  • Director International Human Resources

    Jul 2019 - Apr 2021

  • Head of People Development

    Apr 2017 - Jun 2019
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  St. Oberholz Consulting

  Feb 2021 - Jul 2022

  Partner

  • Design state-of-the-art organizational structures and flows (processes) according to the organizations business model and strategy• Support all kind of 'transformations', from digitalization projects, restructuring programs to individual and team development, e.g. for hybrid working Impactful Organization→ Change Management→ Organizational Development→ Culture, Values and Behavioral Principals→ Employee LifecycleImpactful Team→ Team Development and Coaching → Collaboration & Interfaces→ Agility & Working RoutinesImpactful Human→ Mindset & Purpose→ Self Management→ Resilience & Mindfulness → Learning & Experiences→ Leadership & Emotional Intelligence Show less

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  BURG. Führungsberatung

  May 2021 - Dec 2023

  Partner for Transformation & Organisational Development
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  Spod.on

  Jul 2022 - now

  Managing Director

  We successfully completed several business projects in the areas of personal and organisational development, and human resources (HR) in general. Here are some examples:- Conception and introduction of an agile talent management approach to identify and develop global talent for filling top executive positions. - Improvement of cross-departmental collaboration and increase in internal service quality and speed through more efficient team structures and an agile management method ("Objectives & Key Results"). - The development and piloting of an operational academy for the Group to improve training and further education, as well as management and cultural development.- Modernisation of a salary adjustment process and development of a comprehensive "Hire to Retire" strategy that optimises the entire employee life cycle and ensures sustainable talent and succession planning.- The development of a global HR structure in 26 countries across four continents will increase efficiency and standardise processes, thereby harmonising regional differences and sustainably improving the HR strategy.- Achieved a holistic HR landscape by strategically realigning all global HR activities to increase efficiency. Modernised the salary adjustment process, closed the gender pay gap and implemented fair compensation models. Also conducted a key position analysis to identify critical positions for targeted talent and succession planning. With the introduction of the 'Hire to Retire' process and a comprehensive HR aspiration map, we ensured a sustainable HR strategy covering the entire employee journey. In addition, the implementation of targeted low performer management effectively addressed performance weaknesses and improved overall performance in line with business objectives. Show less