Patricia Fors

The idea of the company came in the middle of the pandemic when we saw many businesses closing down and many new businesses coming to life. The question was, and is, what is the new normal driven by the major trends in the society and how can we support people, organizations and society in the new normal? The model of the Future of Work Solutions and the ´10 strategic trends` is based on solid research within the area on an international level and within 30 industries.

During the second time in IKEA, I was working with the global retail organization. The assignment covered two major projects for the total organization. The first one to build up the total talent strategy for the global organization as well as to set new organization. The second assignment was to develop a totally new area within IKEA, Future of Work, which covered the new normal in the workplace and how we should be leading the transformation to the new modern organization.

Rosti Group is a global injection moulding company. The company had 4000 employees. In my role I was responsible for strategic and operational HR globally. The focus was alignment of the HR agenda towards the business. This means ensuring excellence in HR operations as well as, together with global HR team, development and implementation of HR processes focusing on culture, values, leadership and talent.

VP HR, Jan 2015 - Jan 2017 VP HR for the Product Companies Division. My role covered leadership for the HR and organizational agenda within the division as well as securing HR operations for appointed countries within FLSmidth. Head of Capability Management, Dec 2012 - May 2014 Support in organizational development and transition. Developed and launched a global academy approach for operational and strategic positions within procurement.

Deputy Country HR Manager (2011-2012) HR in IKEA´s biggest retail market with 14 400 employees. Working in IKEA´s office outside Frankfurt am Main supporting all stores within Germany as well as the service unit. Global Competence Manager (2010-2011) Responsible to identify and lead competence development on a global level. Recruitment & Development Manager (2007-2009) Responsible for development and recruitment of IKEA´s crucial competences within Supply Chain across eight business units.

Responsible for Business Development, through developing relationships with potential as well as existing clients. Negotiating projects within Executive Recruitment as well as Engineering Specialists Recruitment. Responsible for P&L on all existing and potential clients as well as successfully completing projects towards defined target. Example of projects; Leader Evaluation Program for the Swedish Insurance Agency, Process Developers, Mechanical Engineers etc.

Responsible for finding potential clients and negotiate projects within specialist recruitment. This included responsibility for P&L, developing and maintaining client relationships and successfully completing projects towards defined targets.

Started my employment as Line Manager for 20+ blue collar workers during my studies. The assignment developed quickly into a bigger responsibility for three teams and one of the largest regions within the company. During my last years in the company, I was asked to become HR Manager for total of seven groups and 150+ employees with sa taff in South Sweden as well as on the ships with Stena Line, Unity Line and Polferries. My responsibility covered operational HR for the region.

Focus on leadership and organisational development