Ieva Orinska

By creating the right landscape design, I help families create an environment where they can be at peace, where they can reconnect and enjoy a time together. A place for family values, for today's celebrations and future memories.

That has brought me closer to my bigger purpose of life. In these 2+ years I have made 12 amazing projects and expanded the circle of friends.

• Visiting Lecturer on topic 'Integrated Talent management' (4.0 credit points, 6.0 ECTS credit points). Master students, as potential new leaders, get theoretical knowledge and practical skills on Candidate/ Employee experience, using design-thinking approach.
• Visiting Lecturer on topic ‘Personnel Recordkeeping' (2.0 credit points, 3.0 ECTS credit points). Course is based on case studies, so students are really working hands on to solve the situations, to be compliant with law and other regulations. After the course they are able to handle Personnel Recordkeeping and solve all existing or potential situations to be accrued.
• AWARD: I received an award from students as IEVF STUDENTS IN 2023 “GUARANTEED QUALITY”

After running ultra-marathon with Rimi Baltics, but not getting the Mount Everest-, I took a break, to get myself back on track, to rest and gain energy. I joined Elko Group as HR and Administration Director, member of management team. Organizations footprint was in eleven countries. I got two direct subordinates in Riga's office (eleven in total) and five dotted line- local HR Managers. Company needed to get basics in place and to catch up with the rest of the world. Therefore, that was fun! I was focusing on creating a Compelling Employee Experience through seeing the world with the eyes of our employees and potential employees. Resulting in developed strategy how to create, implement and constantly update an employee experience, which considers the physical environment our employees work in, the tools and technologies we use in order to enable everyone's productivity, and learning options so each of us can achieve our best at work and have fun. Few thing to mention as done:

• I manage to set up HR analytics (structure, job architecture, reporting, KPI's, benchmarks)
• Together with my team, I manage to map and design Candidate/ Employee experience for all so diverse markets (using design thinking and canvas)
• I manage to implement e-learning tool for all countries (Moodle)
• All employees got e-trainings on GDPR (traceable, cost effective and securing compliance)
• Leaders guidebook/ handbook was developed- Management team got team coaching program
• Alumni program idea was developed
• Even office got a face-lifting

My journey with Elko Group ended while I was in maternity leave, in October 2021.

In parallel with my role as HR Service Manager, I took additional role as Change Agent for Baltic GDPR project. Main purpose for the role was to support the GDPR implementation project.

• To get buy-in and drive the change
• To ensure proper Change management process and compliance with GDPR in HR area, and not only
• I was using ADKAR model and Prosci Methodology.
• In this role, I lead three Change agents, one in each Baltic country (Estonia, Latvia, and Lithuania).
• Main tasks were:- Advocate the change in organization- Support managers and colleagues through the change as well as after the project closes- Collaborate with Local Communicator, GDPR Project Leader, Change Lead Program and HR- Help review and adapt training materials to local needs- Identify and manage resistance and reputation spread and pay attention to the affected manager- In consultation with local GDPR project managers, put a plan for change activities- Create an activity plan for support of managers within the company- Responsible for measuring awareness, changing mindset and way of working, plan making is performed within the company and acting on the measurement result- Facilitate and run workshops and exercises at internal meetings, etc
• If needed- Flag to project leader and change lead if there is a need for additional support anywhere in the organization- Give local communicators feedback about how communication is perceived by affected employees.

Everything was done in accordance to the plan; we were ready even before May 2018. Great teamwork.

As a Manager HR Services my role included strategic and operational leadership, support to the HR Services organization. Understanding of varying business needs and priorities; aligning HR Services priorities and ensuring that stakeholder expectations are met. I was responsible for establishing and keeping live Service Level Agreement, securing that quality targets and Key Performance Indicators are met. One of the key things was to leverage HR Services organization as an enabler for CoE and HR Business Partners to fulfill their designated strategic roles.

• On daily basis, I was working in alignment with business leaders, HR leaders, and HR Service country leads to utilize the HR service delivery capabilities at their fullest potential.
• Important part was to embody and instill a continuous process improvement mind-set at all levels of the HR Service organization
• To drive alignment between IT, HR Systems, and HR Services in order to increase optimization of HRSS technologies- to keep employee experience on a highest level possible
• My team (28 all together) was located in three Baltic countries- Matrix organization at its best!
• In short:- During this time in Rimi Baltic, I manage to establish HR Service Organization by using nearshoring Shared service approach
• Together with process optimization team, I manage to map, align existing ones and design new all HR Service processes (!) With my super professional HR Service leads, we were ready for challenges to come

It was expected, that Rimi Baltics will become biggest food retailer in Baltics, but due several reasons, this acquisition project did not happened. So all the idea and ambitions for HR (and whole organization) vanished. After this crazy fast run and not getting there, it become too narrow, even though colleagues were great and employer in general is good one.

After decision to leave SFR, to take care of myself, I let my professional network to know, that from autumn (year 2014), I will be available and ready to back in a filed. My former colleague in Tele2 approached me. I was super happy about that option to come. Tele2 Shared Service center had an ambition to grow, they knew me from previous time in Tele2 Latvia interim role, and they knew I could make this ambition to happen. Therefore, after two month of sunbathing and proper care for myself- I was back on a track. There was a bumpy road in the beginning when it comes to direct team, since I had to execute locally some unpopular group decisions, but at the end, I had the best HR team ever- we did amazing things together. They trusted me, my crazy (back then uncommon) ideas worked on.

• We took care about candidate and employee experience; we manage to build up standout employer brand
• We were flying- taking care for things we believe are important.
• I was leading team of seven HR specialist
• Manager I reported was in-group HR function, in Sweden.
• On a daily basis, I was onsite HR Manager, with a responsibility to oversee all aspects of Human Resources practices and processes by supporting business needs and by ensuring the proper implementation of company strategy and objectives.
• As I had experience previously with SAP Success factors implementation, I was asked to take Group level role as Super user, which I did, for all Tele2 countries (Baltics, Sweden, Netherland, Austria, Croatia, and Germany).

In those almost three years, a lot was done; we had been seen as a great example for growing Shared service community in Latvia.

After being acting HR manager for 5 month, I was offered permanent role. During that time, apart from building aircraft in the air and fixing fast speed train on rails, I did amazing things I am proud of myself and got recognition from authorities:

• Number 1 thing: We were first ones, who went on a roundtrip across Scandinavia, to convince former Latvia's inhabitants who now speak fluently in one of Scandinavian languages, but their heart is still with Latvia, to come back and work with us. That was amazingly effective and out of box approach back then. Those investments paid back very fast
• Number 2: I did develop trustful relationships with local HR's, se knowledge and task transfer become smoother and more trustworthy. We manage to cooperate and help each other on this journey.

Back then, I was travelling quite a lot. The first thing I did in the morning- check my phone, check my email and extinguish fires. The last thing I did before went to bed- check my phone, check my email and hope not to get too many fires in the morning. It was too much and I forgot to take care about myself, my family started to raise concerns as well. I was burned out. I decided to leave, to take care about myself.

My direct manager, local HR manager left the company and I was offered by Business center CEO to take the role. That was a bit scary, but with his encouragement and full trust in me, I've agreed to try. New experience to run two tough roles under one title: Head of HR for fast growing local organization (including facility management) and leading HR operation team, which faced several challenges in task transfer process from group countries.

• I had now to step up and lead my colleagues, team of 32 people
• I became a member of management team, reported to local CEO and dotted line to Group HR
• In addition, all HR heads in other countries became my clients as well.
• When it comes to key tasks and responsibilities, then it was expected to drive the alignment and execution of the People Strategies & Plans that supports the achievement of Statoil Fuel & Retail strategic objectives and accomplishes strategic and tactical needs.
• Primary Objectives:- Implement SFR' HR Strategy and practices in the local office (Recruitment, On-boarding, Retention, Performance Management, Employee Development, Compensation, Rewards/Recognition, Staffing and Succession Planning, Core behavior model)- Effective staffing and utilization of the talent within the organization to achieve the business deliverables- Build, support and drive a high-performance culture- Drive effective progressive employee relations within the all department to ensure respectful work environment- Lead, Develop and Coach a team of HR Professionals (Operational HR Staff; Strategic HR Staff)
• Shared Services function Key accountabilities include:- Reviewing working practices, benchmarking and managing them against agreed SLA's- Managing the commercial relationship with third party providers- Responsible for the delivery of back office HR Administration, Payroll and Benefits with a clear focus of 'customer service' to the business.

I've joined SFR Business center the very next day I left Tele2 Latvia. They were up to speed to take over HR operations, Customer care, IT and Finance tasks to be done for whole group from Riga. Ambitious growth- doubling size of employees in year time (from 300 to 600). I've joined as HR BP for local organization, mainly to take care about recruitment, employer branding activities, learning and development, onboarding and as primary- helping managers to run business, with securing, they lead the teams.

• I was leading two senior specialists (Recruitment lead and L&D lead) and reported to Local Head of HR
• Doted reporting line was to group CHRO.

I joined Tele2 as interim HR director. It was not easy to leave my cozy place in DPA, but my natural willingness to learn and grow won. Therefore, I joined Tele2 (for first time). For that period of time, apart from formal HR Director Role, we agreed on these tasks to be done from my side:

• Develop and implement compensation system for Retail organization
• Develop and kick-off new training approach for sales people (B2C and B2B)
• To drive group level HRIS local implementation
• Become Tele2 culture ambassador

It was super excited, super challenging and I did my best. I would say, that 3 out of 4 was done fully, one- changes in retail organization compensation system, still needed a bit more change management to be involved. That I can say with today's experience.

• HR Director Key tasks and responsibilities, both an operational and strategic perspective:- HR strategy in line with organizations objectives- Lead HR and Administration team (six people direct subordinates)- Plan and manage HR budget- Build solid and trusting Business Partnership with management team- Secure employee relations according to law and policies- Oversee the recruitment- Oversee Learning and development- Lead the performance management process- Collaborate with group HR team

When interim period came closer to end, I was offered to join newly established Statoil Fuel and Retail Business center as HR BP. With sad feeling to leave, since Tele2 had brilliant culture, I was excited to join SFR- new beginning, new learning options for me.