HR BP

Conducting audits and developing recommendations for optimizing HR management business processes.
Setting up recruitment, onboarding, training and development, personnel records management, and occupational safety procedures.
Automating HR processes.
Recruiting highly specialized or rare professionals.
Providing consultations to owners and top management on various personnel management issues.

Davydovsky City Clinical Hospital is a uniquely urban hospital. Currently, we are the only non-loss-making hospital subordinate to the city. The hospital employs over 1,000 staff members.

As a result of reorganization and automation of business processes, the personnel department’s staff was reduced by 50% without loss of effectiveness.
A recruitment process has been established that ensures the closure of more than 20 vacancies per month. This significant turnover rate is driven by salary levels for medical staff dictated by the Moscow Department of Health.
Onboarding and offboarding business processes have been developed and are operating successfully.
Following a review of the staffing schedule and the release of surplus personnel, annual payroll savings exceeded 70 million rubles. Approximately 100 positions were eliminated without formal layoffs, achieved through negotiations with employees.
Regular training sessions are held for managers aimed at developing management competencies, including training on conducting interviews and candidate selection, personnel management and motivation, complex dismissals, and more.
Leadership in the process of employee training and obtaining the right to practice medicine.
A military registration and accounting system (VUS) has been organized. Within the framework of reservation measures, the hospital reserved 100% of personnel subject to reservation. None of the hospital employees were drafted during partial mobilization.
The personnel service successfully supports the hospital and employees on labor law issues. When necessary, it handles complex dismissals, including those initiated by the employer. Since 2021, the hospital has not lost a single labor dispute with employees. Numerous inspections regarding compliance with labor and migration laws, as well as military registration, have been successfully passed.
Several internal communication channels operate effectively, including both one-way and two-way communication.

Headcount: over 400 employees, 30 separate divisions

Key Responsibilities:
Developed and implemented HR business processes from scratch.
Optimized organizational structure and staffing schedules in line with company strategy and financial indicators.
Organized recruitment, including remote regional hiring.
Managed and closed executive and specialized vacancies independently.
Ensured operational continuity during the "quarantine" period: developed regulations, procedures, and documentation considering regional authorities' requirements.

Achievements:
Expanded the candidate sourcing pool without additional funding.
Redesigned the company's organizational structure: eliminated redundancies and dual reporting lines.
Developed and approved reform projects for front-office divisions.
Reduced payroll costs through structural reorganization.
Successfully implemented a clear onboarding process with defined tasks and success criteria.
Negotiated with employees to be laid off, achieving a reduction of more than 30% in termination payments.
Successfully transitioned employees to a payroll project with a bank, with less than 3% refusals and full voluntary participation.
Corrected violations in personnel records management; developed and implemented all required regulatory documentation.
Established the Occupational Safety Service from scratch; successfully passed two inspections following workplace accidents.

Implemented onboarding procedures for new employees.
Assessed the effectiveness of material and non-material motivation systems; prepared proposals for improvements for senior management.
Organized training and corporate events for employees.
Led the HR department and Occupational Safety Service.

Company Size: 1000+ employees

Ensuring timely and high-quality staffing of the company with employees at various levels. The department successfully closes between 20 and 40 vacancies per month.
Organizing onboarding and mentorship programs for newly hired employees. Developing and implementing adaptation procedures tailored to different employee levels, lasting from 1 to 3 months.
Optimizing the employee training and development system, including the use of e-learning technologies.
Assessing employee satisfaction and engagement. Designing and executing initiatives to build the company’s HR brand, such as sports events, corporate activities, and charitable campaigns.
Overseeing personnel record management. Standardizing and automating HR procedures.
Automating time tracking and timesheet closure processes, including complex work schedules and absence management systems.
Leading the implementation of the "ZUP 3.x" HR and payroll software.
Managing the occupational health and safety service.
Achievements:

Developed and implemented a comprehensive onboarding and mentorship system.
Launched the "Training Group" program to prepare and train candidates lacking required professional skills within the company.
Designed and automated the calculation of employee compensation, covering a range of pay systems from simple time-based to time-and-piecework and time-plus-bonus models, incorporating multiple performance indicators for variable pay components.

Streamlining HR department business processes (recruitment, onboarding, training, budgeting) to improve their efficiency.

Main areas of activity:

Conducted a comprehensive audit and restored personnel records management (PRM), as well as implemented ongoing control across all units (4 legal entities and branch network in Russia).
Organized and supervised recruitment processes, including personal selection for complex and urgent vacancies.
Developed a personnel evaluation system to support internal recruitment for managerial positions.
Managed employee training as part of the talent development system.
Implemented personnel rotation based on training results and performance assessments.
Created corporate traditions and rules, and developed internal HR branding.
Assessed employee satisfaction levels.
Conducted activities aimed at increasing employee loyalty.
Established a comprehensive occupational health and safety system.

Implemented systems for recruitment, internship, and onboarding.
Budgeting: payroll, outsourcing, advertising, BDDCS.
Reorganized the employee motivation system, including grading and KPI development.
Organized and supervised recruitment processes for store network positions, including personal selection for managerial roles.
Managed personnel records across 3 legal entities (~200 employees) and branch network, including time tracking and complex work schedules.
Developed and implemented training systems using digital and cloud technologies.
Conducted training sessions: sales techniques, brand management, effective store personnel management, field training programs.
Organized performance evaluations for store staff.
Assessed employee satisfaction and conducted activities to increase loyalty. Developed internal HR branding.