Beraterprofil Langform, deutsch - Dr. Hagen Ringshausen Consulting

Dr. Ringshausen
Consulting GmbH
Curriculum Vitae
Dr. Hagen Ringshausen
Date of birth:
Marital status:
Nationality:
july 5th, 1967
married, 3 children
german
Company address:
Dr. Ringshausen Consulting GmbH (DRC)
Vor der Prinzenquelle 34
D-34130 Kassel
Germany
Mobile: +49 160 44.52.519
E-mail: [email protected]
I. Education
Studies of education and political science with an emphasis on HR Management, organization
theory and political theory at the Bundeswehr University in Hamburg.
Diploma in business education.
Ph.D. in business administration. Subject: The importance of organizational theories for the
development of companies, Rainer Hampp Verlag, Munich.
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Dr. Ringshausen
Consulting GmbH
II. Professional Experience (tabular)
24.11.2010 –
current
DRC – Dr. Ringshausen Consulting GmbH, Kassel
Company Foundation, Founder, Managing Partner, Project Manager,
-> www.ringshausen.com
2008 – 2010
SYNERGY CONSULTANTS People for Growth GmbH, Bad
Homburg, Managing Partner, Project Manager.
2005 – 2008
Detego Human Capital Consulting, Wiesbaden
Senior Manager for Human Resources Management and
Organizational Development Consulting, Project Manager.
2002 – 2005
German Railways (Deutsche Bahn AG), passenger
transportation, HQ, Frankfurt a. M.
Head of HR (line manager), providing HR services for 2,500
employees, employer representative (WCA) for works councils and
trade unions.
2001 – 2002
Accenture GmbH (formerly: Andersen Consulting), Frankfurt a. M.
Manager in the field: Organization and Human Performance (Service
Line), focus on intercultural change management / international
reorganization projects.
1999 – 2001
Dieter Strametz & Partner GmbH, Berlin / Frankfurt a.M.
Management consultant and project manager, responsible for human
resources and organizational development. Areas: management
development, assessment center development and implementation,
change management. Industry sectors: automotive and financial
services.
1994 – 1999
RiMa Consulting Group GbR, Berlin / Magdeburg
Founder and CEO. Focus: organizational and staff development
consultancy for SMEs, quality management systems. Industry
sectors: Machinery and plant construction.
1987 – 1994
Bundeswehr / NATO (Germany / USA)
Army officer in the military service of NBC defense force operations in
Germany / USA.
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Consulting GmbH
III. Professional Experience (descriptive excerpt)
1. Design of an European Financial Shared Service Centre and Rollout Planning
(Pharma, London)
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Project management, i.e. Control of the project team with six project members, responsibility for
the project budget, project planning and control, risk management, project communication
Structural integration of all organizations of six European markets in terms of structure and
process organization, personnel management and IT architecture
Development, communication and support in the (political) implementation of organizational
design (change management responsibility), work closely with the HR Directors of the six
European countries
Planning and organization of personnel transfers
Goals achieved: standardizing all core processes of the central accounting system, reducing
staff costs by 35%, improve customer orientation through faster response times and key contact
persons.
2. Development and implementation of an international management development
program (food industry, Germany / Netherlands)
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Project management, i.e., Control of the project team with four project members, responsibility
for the project budget, project planning and control, risk management, project communication
Development of an internationally oriented management development program (IDP),
facilitation of several workshops with the management boards in Germany and the Netherlands,
negotiations with employee representatives
Content planning of the training modules and selection of training institutes
Development, implementation and evaluation of a 2-day internal assessment center to
determine potential carriers or program participants
Facilitation and monitoring of the first run of the IDP
Follow-up actions: readjusting the training content to better thematic integration, implementation
of a satisfaction survey
Achievements: Improved retention of junior executives to decrease the fluctuation
Goals achieved: 10% increased attractiveness for international corporate careers,
strengthening of managers as coaches for disciplinary assigned program participants.
3. Analysis and reorganization of HR department
(Logistics company, Germany – HR Manager)
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Analysis of all the HR processes of operational human resources management
Development of a process organization by defining the range of services, needed human
resources, new responsibilities / roles with appropriate quality gates and process times;
optimization of customer orientation by introducing service times and specialist topics
Introduction of new personnel management organization as a Business Partner HR; group
representatives to plan the group-wide rollout of the Business Partner HR model
Achievements: Focus on value creation processes (such as reaction times in recruiting,
flexible labor contracts etc.), increasing internal / external customer satisfaction, higher status
for HR.
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Consulting GmbH
4. Remodeling of existing operating agreements concerning HR tools and policies:
compensation, working hours, employee assessments
(U.S. High-Tech company, Germany)
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Used as an HR Interim Manager
Analysis and redesign of working arrangements, the compensation model and the staff
assessment instruments under U.S. American standards, taking into account the German labor
and employee rights and legal protections for all collective forces.
Conceptualizing and negotiate of appropriate operating agreements with the social partners
(works councils and trade unions).
Optimization of the general cooperation between management board and workers councils by
setting up regular meetings with a firm structure and topics for co-determination matters
requiring standard processes.
5. Development and implementation of an innovative Assessment Center for university
graduates for a global player rollout in Europe
(American U.S. consulting firm with offices worldwide)
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Analysis of earlier procedures for the selection of graduates as professionals.
Development of new potential requirements and design expertise in a 2-day observation and
testing procedures.
Information and (observation) training for all managers who were involved at a later stage in the
selection of the assessment center process as an observer / decision maker.
Introducing, testing and evaluation of procedures in Germany
Adjustment of all documents in different languages
Rollout in eight European countries
Review of the procedure after 12 or 18 months to ensure the validity of potential and quality of
occupation.
Achievements: Significant improvement in the potential assessment (validity) by about 20%
and increase the quality of occupation (measured at a 15% lower dropout rate compared to the
previous procedure.) Improving the acceptance of the new selection procedure compared to the
old by 25% after analysis of the feedback forms of all assessment center participants (as
measured in a year with all successful and unsuccessful participants). After junior staff,
increase the involvement of managers in the selection by improving the attractiveness of the
selection process.
6. Business Coaching of Managers and Top Managers
(Managers of various levels and enterprises, Germany / Netherlands / UK)
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Strategic 1:1 advice to managers and company owners in matters of business and leadership
Achieved goals: improved individual work-life balance, systematic analysis of untapped
leadership potential through the use of feasibility studies, video-assisted sessions, practicing
new leadership behaviors.
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Consulting GmbH
IV. Publications (extract)
RINGSHAUSEN, HAGEN (2011): Weshalb der Klinikarzt der wichtigste Erfolgsfaktor bei Veränderungsprojekten im
Krankenhaus sein könnte – ein Plädoyer für den Arzt als Change Manager. Identifikation einer neuen Arztrolle
angesichts drängender interner Strukturprobleme. in: HELLMANN, W OLFGANG; SCHMID, RUDOLF; SCHMITZ, CHRISTOPH;
W ICHELHAUS, DANIEL (HRSG.)(2011): Managementwissen für Krankenhausärzte: Das Basiswissen zu
Betriebswirtschaft, Qualitätsmanagement, Finanzierung und Kommunikation. medhochzwei Verlag, Heidelberg.
RINGSHAUSEN, HAGEN (2009): Paradigmenwechsel zur Dynamisierung interner Arbeitsmärkte – innovative
Personalentwicklungsinstrumente und Qualifizierungsstrategien. in: SCHMIDT / GLEICH / RICHTER (HRSG.):
Gestaltungsfeld Arbeit und Innovation. Perspektiven und Best Practices aus dem Bereich Personal und
Organisation. S. 433 – S.448. Haufe Verlag. München.
RINGSHAUSEN, HAGEN (2009): Der Kampf um die besten Führungskräfte von morgen. Vom Krankenhausmanager
zum Leiter eines Gesundheitsdienstleisters. Bibliomed Verlag. S. 32-34. Melsungen.
RINGSHAUSEN, HAGEN (2008): Fit für den demografischen Wandel. Interview mit THOMAS GRETHER, in: Die
Gesundheitswirtschaft. 03/2008. S. 60-62. Medizinische Verlagsgesellschaft mbH, Melsungen.
RINGSHAUSEN, HAGEN (2006): Potenziale binden. Strategische Personalentwicklung und MBA. in: Tagungsband der
MBA Konferenz Berlin 2006. S. 78-80, Berlin.
RINGSHAUSEN, HAGEN (2005): Deutsche Bahn AG: Management Audits und strategische
Führungskräfteentwicklung. In: W ÜBBELMANN, KLAUS (HRSG.): Handbuch Management Audit. Hogrefe Verlag.
Göttingen.
RINGSHAUSEN, HAGEN (2002): Die Idee der Work-Life-Balance aus Sicht der Unternehmen. In: PETERS, SIBYLLE
(HRSG.): Lernen und Weiterbildung als permanente Personalentwicklung. Rainer Hampp Verlag. München.
RINGSHAUSEN, HAGEN (2000): Die Bedeutung von Organisationstheorien für die betriebliche Weiterbildung. Eine
theoriekritische Diskussion unter besonderer Berücksichtigung transdisziplinärer Ansätze. Dissertationsschrift.
Rainer Hampp Verlag. München.
RINGSHAUSEN, HAGEN (1997): Die Theorie des situierten Lernens von Lave/Wenger im Kontext
organisationstheoretischer Ansätze der Erwachsenenbildung. Arbeitsberichte des IBBP, Arbeitsbereich
Betriebspädagogik. Heft 9/97. Otto-von-Guericke-Universität Magdeburg.
RINGSHAUSEN, HAGEN (1997): Computerunterstütztes Lernen (CuL) – Diskussion didaktischer Anforderungen und
betrieblicher Einsatzfelder. Arbeitsberichte des IBBP, Arbeitsbereich Betriebspädagogik, Heft 6, Otto-vonGuericke-Universität Magdeburg.
RINGSHAUSEN, HAGEN / PETERS, SIBYLLE (1997): Die neue Rolle der beruflichen Weiterbildung in Personal- und
Organisationsentwicklung. Arbeitsberichte des IBBP, Arbeitsbereich Betriebspädagogik. Heft 4/97. Otto-vonGuericke-Universität Magdeburg.
RINGSHAUSEN, HAGEN (1994): Analyse individueller Entscheidungsprozesse zur Teilnahme an betrieblicher
Weiterbildung – eine empirische Fallstudie bei der Deutschen Shell AG, Hamburg. Diplomarbeit. Universität der
Bundeswehr Hamburg.
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