Filip Jedelsky

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Filip Jedelsky by Mind Map: Filip Jedelsky

1. Education / Development

1.1. Technical engineering

1.2. Personalilty diagnostics

1.2.1. DiSC assessments

1.2.2. MBTI profiles

1.2.3. BELBIN team roles

1.2.4. 360° feedback architecture

1.2.5. Other

1.2.5.1. SHL tools (leadership assessments)

1.2.5.2. HAY Group (Emotional Intelligence)

1.2.5.3. CUT-e diagnostics

1.3. Business skills

1.3.1. Sales skills

1.3.2. Communication / Presentation

1.3.3. Leadership trainings

1.3.4. Coaching / Mentoring

1.3.5. Project management

1.4. HR skills

1.4.1. Labor law

1.4.2. HR business partnering

1.4.3. HR reporting

1.4.4. Organizational design / Workforce planning

1.4.5. Performance management

1.4.6. Talent management

2. Pre-HR work highlights

2.1. ATComputers

2.1.1. Account manager

2.1.1.1. 300+ active customers

2.1.1.2. Triline PC distribution channel

2.1.1.3. Regular Y2Y growth

2.1.2. Product manager

2.1.2.1. Visualisation technology (monitors, projectors etc...)

2.1.2.2. 2 exclusive brands to CZ

2.1.2.3. Internet to the School project

2.1.2.3.1. On time delivery of 70k+ monitors

2.1.2.3.2. Logistics

2.1.2.3.3. Special warranty agreements

2.1.2.4. Retail business

2.2. OFO Group

2.2.1. Retail business (consumer electronics)

2.2.1.1. Kaufland

2.2.1.2. Auchan

2.2.1.3. Tesco stores

2.2.1.4. Other...

2.2.2. International sites (direct responsibility)

2.2.2.1. Romania

2.2.2.2. Croatia

2.2.2.3. Hungary

2.3. TietoEnator

2.3.1. Production manager

2.3.1.1. ~40 direct reports

2.3.1.2. 6 project teams

2.3.1.3. International customers

2.3.1.3.1. Finland

2.3.1.3.2. Sweden

2.3.1.3.3. Norway

2.3.1.3.4. Belgium

2.3.1.4. 2.5M EUR yearly revenue

3. HR experience

3.1. Tieto Group

3.1.1. HR Manager CZ

3.1.1.1. Learning & Development

3.1.1.1.1. Implementing new standards of Employee development

3.1.1.1.2. Induction programs

3.1.1.1.3. Development programs

3.1.1.2. Performance Management

3.1.1.2.1. Part of design team (whole corporation)

3.1.1.2.2. Implementation to Tieto CZ

3.1.1.2.3. Feedback / Continuous improvement

3.1.1.3. Recruitment

3.1.1.4. Business partner

3.1.1.4.1. ~400 employees

3.1.1.4.2. Legal matters

3.1.1.4.3. Goal & Performance management

3.1.1.4.4. Individual support / consultancy

3.1.1.5. Talent management

3.1.1.5.1. Greenhouse program

3.1.1.5.2. Connection to Succession planning

3.1.2. HR Manager corp.

3.1.2.1. Head of Leadership development

3.1.2.1.1. Leadership principles

3.1.2.1.2. Leader's profile

3.1.2.1.3. Leadership development

3.1.2.1.4. Self-awareness frame

3.1.2.1.5. Active implementation of new standards

3.2. LEGO Group

3.2.1. Global responsibility

3.2.1.1. Denmark

3.2.1.2. Czech Republic

3.2.1.3. Mexico

3.2.1.4. Hungary

3.2.1.5. China

3.2.2. Business partnering

3.2.2.1. HR Core processes

3.2.2.1.1. Performance management

3.2.2.1.2. Talent management

3.2.2.1.3. Succession planning

3.2.2.1.4. Salary review

3.2.2.1.5. Employee satisfaction surveys

3.2.2.2. Translating startegy / MWBs to individual goals

3.2.2.3. Leadership development

3.2.2.3.1. Coaching

3.2.2.3.2. Situational Leadership

3.2.2.3.3. Organizational Health

3.2.2.3.4. Lead / Manage / Engage approach

3.2.3. Other responsibilities

3.2.3.1. Workforce planning

3.2.3.2. FTE Utilization

3.2.3.3. HR reporting

3.2.3.4. Diversity agenda

3.2.4. Change management

3.2.4.1. Standardization project

3.2.4.2. Build / Buy / Borrow approach

3.2.4.3. Organizational health

4. Main projects

4.1. Performance management implementation

4.1.1. Process

4.1.1.1. Part of design team

4.1.1.1.1. Individual development

4.1.1.1.2. Goal setting

4.1.1.2. Implementation phase

4.1.1.2.1. Preparing Training Material & User guides

4.1.1.2.2. Training of ~150 leaders

4.1.1.2.3. Ensuring successful roll-out

4.1.1.2.4. Individual support / consultancy

4.1.1.2.5. Communication to employees

4.1.1.2.6. Controlling role

4.1.1.2.7. Feedback & Improvement

4.1.2. Tools

4.1.2.1. Success Factors

4.1.2.1.1. Form design

4.1.2.1.2. Competency profiles

4.1.2.1.3. Hierarchy structure

4.1.2.1.4. Alignment to CZ labor code

4.2. Leadership development

4.2.1. Leadership principles

4.2.1.1. Starting from scratch

4.2.1.2. Ensuring connection to strategy

4.2.1.3. Communication & Implementation to organization

4.2.1.4. Applying modern trends & views on leadership

4.2.1.5. Project team with Corporate LT members

4.2.1.6. Cultural aspects

4.2.2. Leadership development

4.2.2.1. Converting the Leadership principles to Development paths

4.2.2.2. Self awareness frame

4.2.2.3. Gap analysis

4.2.2.4. Competency profiles & Leadership career path

4.2.2.5. Development programs structure

4.2.2.6. Global Mentoring program

4.2.2.7. Corporate LT active approach & participation

4.2.2.8. Executive development

4.2.2.8.1. Link to international business schools

4.2.2.8.2. Executive coaching

4.2.2.8.3. Leadership audits

4.3. Standardization project

4.3.1. Alignment of conditions across the production sites

4.3.1.1. Position profiles / Job desriptions

4.3.1.2. Job titles

4.3.1.3. Salary adjustment / alignment

4.3.1.4. Skill matrices

4.3.1.5. Job content matching

4.3.2. Succession planning

4.3.2.1. Down to Level 3 leaders

4.3.2.2. Key roles definition

4.3.2.3. Contingency plans

4.3.2.4. Connection to individual development

5. Side projects / acivities

5.1. Teaching English in Cambodia

5.2. Vice-president of International Folklore festival

5.3. Vice-president of local cultural board

5.4. Active work with disabled / handicapped people

5.5. Master / Bachelor thesis consultancy

5.6. Active participation in HR forums

6. Personal values

6.1. Consistency & Coherence

6.2. No "Hidden agenda"

6.3. Open doors

6.4. Focus on constant development

6.5. Individual approach

6.6. Balanced leadership style

6.7. Balance between Task / People