Strategic Human Resources, Training, and OD Professional

NOEL F. DEL MUNDO

*** ****** ***** #*,

Oxnard, California, United States 93033

805-***-**** (Home); 805-***-**** (Mobile)

************@*****.***

*************@*****.***

EXPERIENCED HUMAN RESOURCES, TRAINING AND OD PROFESSIONAL

A business professional with progressive and successful experience in all aspects of Human Resource Management and Organization Development. Specialized in strategic HR initiatives in large, high-technology, matrixed, start-up companies, helping them create a learning, service-oriented, customer-centric, and globally-competitive organization culture. Desires a key role in HR Management, Training, or Organization Development. Academic degree in BS Chemical Engineering, with MBA studies obtained from the Philippines’ premier university.

SKILLS AND COMPETENCIES

• Start-up and Strategic Human Resource Management Initiatives in highly-competitive petrochemical and telecommunications industries

• Learning and Development: Instructional Design and Implementation

• Leadership and Management Development

• Organization Development and Culture-building

• Career Development and Succession Planning

• Staffing and Recruitment

• Talent Acquisition, Management and Retention

• Performance Management

• Compensation and Rewards

• HR Systems/Policy Design and Administration/ HRIS and Process Automation

• HR Business Partnership

• Employee Relations

• Merger and Acquisition Organizational Assessment

• Workforce Planning and Organization Design

• Training Center Project Management and Operation

• Productive Employee Relations

EDUCATION

MBA Studies, University of the Philippines – Diliman (Philippines’ premier university, currently ranked 68th in Asia); Quezon City, Philippines

BS in Chemical Engineering, University of the Philippines – Diliman; Quezon City, Philippines

WORK EXPERIENCE

HEAD (Vice-President) OF HUMAN RESOURCES

DIGITEL MOBILE PHILIPPINES, INC. - Quezon City, Philippines

(The 3rd yet fastest-growing Telco player in the Philippines, number 1 in postpaid subscription, with over 17M total subscribers, served by over 200 retail-customer service centers/ Sun Shops and with 3,500 associates nationwide www.suncellular.com.ph)

August 2004 to March 2011

1. Built and strengthened the internal organizational capability of a $4 billion telco player to develop and implement training courses through training mandates, resulting to a pool of 156 SMEs and the design and implementation of 140 new internal courses.

2. Successfully grew the leadership and management talent pool thru progressive entry- and mid-level management trainee and leadership advancement programs in the Network (thru the Engineering Management Trainee Program), Sales, and IT divisions (thru the Sun Management trainee Program).

3. Effectively mitigated the poaching of critical talents by local and foreign telco players thru Knowledge Management initiatives, talent vulnerability assessments, and career/ succession planning of key network, sales, IT, and management positions.

4. Effectively provided leadership and business partnership to senior and line managers in addressing people management concerns, and strategies pertaining to organization culture-building, performance management, rewards and incentives, building productive management-employee relations, and people-handling policies and guidelines, resulting from engagement surveys, and organizational health studies. Institutionalized the “People Management for Line Managers” program as a strategy to drive HR responsibility to, and develop management competency of line managers.

5. Significantly reduced the overall manpower attrition trend of the past 6 years (from 26% in 2004 to 17% in 2010) of key and mission-critical talents thru proactive vulnerability abatement, progressive talent acquisition and retention programs, and growing the company’s talent base through strategic entry-level training and developmental programs in key divisions as Network, Sales (thru the Sun Service Academy for Retail, Corporate, and Distributor), and IT.

6. Organized and led the HR team of 28 staff (the leanest among the telco players) in setting-up the required systems, policies, and processes to ensure the effective and efficient hiring, deployment, retention, utilization, and development of talents, of a nationwide organization of 3500 employees. Pursued widespread automation of HR processes to better respond and provide quality and on-time services to internal clients.

HEAD (Vice-President) OF HUMAN RESOURCES

JG SUMMIT PETROCHEMICAL CORPORATION - Mandaluyong City, Philippines

(A pioneering start-up $450M fully-integrated world-class petrochemical company, producing HDPE, LLDPE, and PP. Currently putting-up the only naphthacracker plant in the Philippines - www.jgspetrochem.com)

December 1996 to July 2004

1. Fast-tracked the design and delivery of key technical training that successfully prepared the company for commercial and operational launch in 1998.

2. Initiated the momentous ‘Setting the Foundation’ management workshop in Oct. 1997, that crafted the company’s Vision, Mission, and Values, defining its world-class systems and service-oriented and quality culture.

3. Formulated and implemented Employee Retention Programs which stopped the persistent poaching of mission-critical talents by foreign/ overseas companies.

4. Successfully mitigated the high attrition of technical and operations talents thru structured talent development initiatives as the Petrochemical Technician Program, Engineering Management Trainee Program, Panel Engineer Training Program, and Senior Technician Program.

5. Established innovative HR Systems and Procedures in Staffing, Organization Design, Workforce Planning, Compensation and Benefits, Performance Management that helped the organization to be the leanest, most efficient, and surviving petrochemical player in the country. This allowed the company to mitigate stiff global competition and eventually pursue today an ambitious $700M naphthacracker facility expansion.

6. Pursued Productive Employee Relations initiatives that successfully enhanced employee-management relations.

HEAD (Assistant Vice-president) OF TRAINING AND ORGANIZATION DEVELOPMENT

THE PHINMA GROUP - Makati City, Philippines

(A Filipino conglomerate which dominated the country’s cement industry, with 40 companies in 1990 to 1998. Business interests in oil exploration, building materials, etc. - www.phinma.com.ph)

March 1984 to December 1996

1. Spearheaded the creation of a learning culture for the group that tapped the professional expertise of all managers, strengthening the business and technical competencies that allowed the Phinma group to pursue new businesses in 1990 to 1996.

2. Project-managed the establishment of a P400M ($8.5M) training center and headed the Phinma Training Foundation that was established to fund and operate the center. (The training center was the first in the country to offer a complete curriculum of internally-developed management and technical courses.)

3. Headed a team in crafting the group’s M & A strategy in acquiring a cement company, and led the organizational assessment preparatory to the acquisition of a steel, and paper companies.

4. Helped organize Phinma’s Corporate HR, which led the conglomerate’s initiatives, standardized its systems and policies in Staffing, Compensation, Organization Design, Employee-Management Relations, and enhanced the internal competencies of the companies’ HR professionals and business partners.

5. Headed and transformed the Human Resources functions in 2 cement and 1 pulp-making companies, professionalizing the approach and practices in Staffing, Employee-Management Relations, Compensation and Benefits Administration, HR policy implementation, and leading successfully these companies’ union bargaining negotiations.

6. Effectively served as a seconded HR consultant to an Indonesian sugar company managed by the group, setting-up its Organization Structure, and HR systems and practices consistent with Indonesian laws and culture. Helped the ‘Indonesianization’ process (transfer of key management positions held by Filipino expats to Indonesians) thru the design and delivery of management courses, and institution of a management-coaching program.

HRD SUPERVISOR (Training, Safety, and Employee Services)

ARMCO-MARSTEEL ALLOY CORPORATION - Taguig City, Philippines

(During its existence in 1974 to 1988, it was the only grinding system/ ball manufacturer in the Philippines, supplying the mining, minerals, and cement industries, and controlling 90% of the market)

August 1978 to February 1984

1. Set-up the technical learning curriculum, and spearheaded the development of internal courses that standardized the competencies in steelmaking, rolling, and metallurgy, and crane /materials handling operations, and established the accreditation program for various tradesmen.

2. Instituted a Safety culture that allowed AMAC to remain without downtime injuries for 4 years, and which garnered for the company various national industry awards, and citations from its parent company - ARMCO (American Rolling Mills Company) in the US.

3. Pursued sound employee relations activities that fostered harmonious management-employee relations, preventing unionization attempts for 4 years.

LINKS

http://www.linkedin.com/pub/noel-del-mundo/30/3a9/4b2

http://www.reuters.com/finance/stocks/officerProfile?symbol=DGTL.PS&officerId=965735

CERTIFICATIONS

Certified Managerial Grid Instructor – Present

Certified Kepner-Tregoe PSDM Instructor - June 1990 to December 1996

Certified OD Practitioner, by the Armco Education Center, in Middletown, Ohio in 1981

Contact this candidate