MARCELA VÁZQUEZ F.

Leading specialist in air transport communications and information technology.

Supporting the business through a complex operating model transformation, for 2k employees distributed in 100 countries. Partnering with People Country Managers to align the implementation of the major changes.

Key Responsibilities and Contributions:

• Participated the job mapping and role analysis process to define new responsibilities and structure modifications by level, ensuring consistency and clarity across the organization.
• Coordinated with HR managers in 100+ countries to manage massive exits process, and changes in job titles, in compliance with local labor laws.
• Oversaw promotion processes, ensuring fairness and alignment with the global company policy and the new structure.
• Contributed to the annual salary review analysis, identifying gaps and supporting decisions based on performance and market data.
• Designed the new internal career framework, creating a clearer path for growth and development across the business unit.
• Built the foundation for the 2025 Up-skilling Program, based on the identified gaps from the job mapping changes, including managers and employees.
• Provided ongoing support to key HR processes: headcount planning, approval of new roles, budget tracking by business unit.
• Led the communication of employee satisfaction survey results and the launch of action plans with local leadership teams.
• Guide the communication process of the transformation changes to team leaders and employees, in open question and answer sessions.

Pluxee is leading company in Employee Experience & Digital Solutions with operations in 31 countries

Led global end-to-end recruitment strategy for Europe and Latin America, supporting executive and technical hiring across Technology, Finance, Marketing, Legal, HR functions. Collaborated directly with C-level leaders and HR stakeholders to align talent plans with business needs in a context of structural change and digital expansion.

Key Achievements:

- Successfully headhunted Executive Committee members in multiple markets for Latam and Europe.

- Built the Global Talent Acquisition Hub from scratch: processes, KPIs, tools, and employer branding initiatives.

- Designed country-specific sourcing strategies and succession plans across regions, improving talent pipeline quality and time-to-hire.

- Created and deployed a global Talent Acquisition dashboard to drive performance visibility and support business with timely KPI results, to guide data driven decisions.

- Partnered with HRIS team to implement the Workday Recruitment Module, improving system adoption and user experience.

Technology & Digital Services.
Supported a major bussines transformation including structure and operating model, leading and supporting the alignment between People processes with the new organizational requirements.

Main Challenges:
- Acted as a key HR liaison between headquarters and LATAM, translating global transformation goals into locally adapted actions
- Participated in a company-wide reorganization, supporting the redesign of business units and workforce structures, focused on achieving greater productivity and efficiency during pandemic times
- Helped lead the review and adjustment of core HR processes with the new operational model, including performance evaluation, organizational design, and headcount planning
- Definition and rollout of a new cultural model adapted to the different Latam offices ´s needs
- Co-created and implemented communication plans to support change management all levels
- Up-skilling process for Managers

Achievements:
- Implementation of the new operational model and cultural transformation in all Latam´s offices, complying with the implementation times that were designed
- Lead People initiatives, in core processes aligned with the new cultural model, obtaining improvements in engagement and attrition rates (eNPS +25 points)
- Helped reduce voluntary turnover by 10% in 2020 and 7% in 2021, through better career paths, internal communication, and considering employee feedback
- Defined and rolled out HR policies adapted to each country, balancing company values with local labor laws and cultural needs
- Created a new performance review model based on clear goals and regular feedback, making evaluations more transparent and useful for both managers and team members
- Took part in the company’s international growth, helping to set up teams and HR processes in new countries
- Used design thinking and agile methods to improve onboarding, development, and internal movement processes, to improve the employee experience and employer branding

everis (NTT DATA) is a Technology Consulting company with 6,000+ employees world wide.

Lead the creation and adoption of a new cultural model for the entire Chile´s office to improve employee experience, strengthening engagement and decreasing attrition rates.

Alignment of People strategies with the cultural pillars, supporting digital transformation, and client delivery excellence. Strategic support in organizational development, talent management, workforce planning.

Key Achievements:
- Designed and led the first cultural transformation model for Chile´s operations, creating a cohesive code for employees with the company’s global values.

- Partnered with the Internal Communications team to launch a high-impact campaign that promoted model adoption and reinforced a shared identity across all employee levels.

- Developed and implemented an upskilling strategy for managers and team leaders, ensuring leadership alignment with the new cultural pillars and strengthening long-term organizational stability.

- Review the employee experience journey to improve and align critical processes with those driven by the cultural model (onboarding, performance review, career development).

- Led engagement surveys and focus groups, translating insights into actionable plans in partnership with business units.

- Supported workforce planning and capacity models in collaboration with delivery leads and PMOs.

- Acted as trusted advisor to business unit heads, balancing people priorities with project delivery and commercial goals.

Responsible for implementing the HR processes of the Corporate Finance and Services Divisions of SONDA. Management of approximately 700 people.

- Design and implementation of comprehensive solutions for the management of human resources areas: headcount, vacancy, development of internal talent, training programs, satisfaction and engagement plans, design of organizational structures, compensation plans.
- Annual performance evaluation processes (based on appropriate Balance Scord Card Objectives by Units), Calibration Meetings, Salary Review and performance recognition plans, development of career plans, implementation of succession plans, identification of Key People /Key Position, activation of recovery and retention plans.
- Guarantee the operational continuity of our business areas in everything related to the adaptation of HR processes for new entrants in special projects.

- Coached managers on effective communication techniques, promoting greater transparency within the organization.

- Oversaw employee engagement surveys and action plans, addressing areas of concern proactively to improve satisfaction rates.