HR Blogger

Andrés Ortega

Andrés Ortega holds a BA in Sociology from the Universidad de Complutense in Madrid, and a Master’s in HR Management from the Instituto de Empresa business school, and trained as an Executive Coach at the Escuela Europea de Coaching. An expert in people management and change management processes; his career ever since 1998 has always had close ties to the people management field. He has held posts in HR Management in various local and multinational companies in different organizational environments, ALSA and National Express (Travel Transport) as HR Development Manager and HR Deputy Manager (1999 – 2006) Sandisk Corporation as HR Manager in the Mobile Network Division (2006 – 2008), Maersk Logistics ( Logistics Division of the AP Moller Maersk Group) as HR Manager from 2008 to 2013 for Iberia, France and the Maghreb and leading European and global projects in HR innovation processes. He has undertaken consultancy work in strategic HR management with Humannova Consultores as Associate Director and also as an independent consultant developing innovation projects in talent management and digital transformation. Currently he is Head of Talent and Learning in ING Bank for Spain and Portugal. Parallel to his executive activity in the HR field he participates, co-leads and stimulates different projects: HR Innovation Area Leader at the Fundación Personas y Empresas of the BLC Group. Member of the Commission for Innovation in the Spanish Association of HR Managers (Asociación Española de Directores de RR.HH). Co-founder of The People Club, an initiative for multidisciplinary knowledge management through people. Co-organizer of TEDxAlcarriaST and Associate Professor at The European University and for the Senior Management Program in Digital Talent at the ESIC Business and Marketing School in Madrid, Spain.

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el 23, Nov 2016
Part of redesigning the HR value proposition inevitably involves rethinking a major chunk—if not all—of the HR management processes prevailing in many organizations over decades.
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el 20, Jul 2016
To understand the nature of employee centricity, it’s essential to come to grips with the intimate relation it has with the strategy that places the customer at the centre of the company.
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el 25, Feb 2016
A good number of organizations are beginning to take a closer look at how to attract and keep their employees through engagement. Even some that are in worse financial states are concerned about engagement management.
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el 4, Nov 2015
Talent transactions are rising. One of the consequences is the need to identify, select and bring on board new professionals into the organization.
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el 13, Aug 2015
The change process does not involve following a series of steps faithfully. Once the purpose has been defined, the second active principle entails the processes and more specifically the breakdown of these processes.
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el 3, Jul 2015
The DNA of the New Paradigm in People Management