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Artem Filin

Artem Filin

CHRO / HRBP / HR Director — strategic HR management

Professional profile

A strategic HR leader with experience managing people at large industrial companies (5,000+ employees). Specializes in developing HR strategies, motivation and KPI systems, headcount optimization, raising labor productivity, and transforming HR processes. Has hands-on experience implementing performance-assessment systems, career-development programs, monetary and non-monetary motivation systems, employer-brand development, and the management of an enterprise’s social policy, as well as modeling planned headcount needs through changes in production capacity with subsequent planning of personnel costs.

A professional with over 10 years in people management, more than 7 of them in leadership roles. Managed the HR function of large industrial enterprises — responsible for shaping and delivering HR strategy, developing people, and improving organizational effectiveness. Has experience at the largest enterprises of Ukraine’s industrial sector (mining, metallurgy, oil and gas; introducing new technologies and launching products into mass production). Led transformational HR projects — implementing performance management systems (KPIs and other performance management systems), grading and motivation programs, creating talent-pool and personnel-assessment programs, delivering a mass-hiring program and a program for the effective management of staff turnover. Experienced in building partnerships with top management, government bodies, and external stakeholders.

Experience and practice

HR Strategy & Organizational Transformation
Performance Management & KPI Systems
Organizational Design & Workforce Optimization
Compensation & Benefits Strategy
Employer Brand & HR Analytics

Built the full cycle of a personnel-performance-management system — created from scratch and implemented a KPI system at industrial enterprises that has operated for more than 10 years; modernized and implemented innovative bonus systems for 5,000+ employees, drawing on an analysis of leading approaches at European and US companies; the result was a 7–14% increase in production staff productivity depending on the unit, a reduction in investment costs equivalent to more than $100M a year, and a 5–15% reduction in the operating cost of equipment.

Optimized personnel costs — achieved savings of ~UAH 50M a year by optimizing the organizational structure and headcount without losing management quality.

Delivered large-scale HR transformations (recruitment processes, onboarding and career-development programs, changes to L&D processes using leading professional- and managerial-training methods, the in-house creation of programs to develop professional skills and competencies, including a multi-skilling program) — implementing changes to HR-management systems on tight timelines.

Implemented digital HR-management tools (Power BI analytics), maintaining 24/7 HR metrics for fast decisions or detailed long-term analytics.

Developed a financial model for assessing HR investment — implemented a system for analyzing the effectiveness of personnel costs (recruitment, onboarding, training, bonuses, and supplements not covered by the Labor Code).

Described and assessed positions at enterprises with a combined headcount of more than 10,000 employees, including management roles; implemented a grading system at large industrial enterprises and built a fair system for setting company salaries.