Keri Ohlrich, PhD *** North

Broadway, #***

Milwaukee, WI 53202

312-***-**** ab9nld@r.postjobfree.com

Seeking top-level position in Change Leadership/Talent Management/Strategic

Human Resources with a forward thinking organization.

V Offering over 10 years of comprehensive talent management experience

including talent acquisition, talent retention, talent development,

succession planning, career development, and performance management.

V Strategic change leadership and transformation capabilities that

drive business results.

V Strong skills in influencing and conflict resolution skills at the

Vice President level.

V Proven experiences in organization development with M&A, organization

design, engagement, training and culture shifts.

V Exceptional people management and team building abilities.

V Unique blend of talent management, change leadership and strategic

human resources generalist skills.

Competencies

Strategic Planning Change Leadership

Communication

Organizational Restructuring Performance Management

Talent Management

Competency Mapping Assessments

Learning and Development

Talent Acquisition Coaching

Culture Shift

Employee Engagement Succession Planning

People Management

Career Development M&A Integration

E M P L O Y M E N T E X P E R I E N C E

ManpowerGroup, Milwaukee, WI 2/07 to

present

ManpowerGroup is a $22 billion Fortune 500 company that creates innovative

workforce solutions, creates and delivers high-impact solutions that enable

clients to achieve their business goals.

Director, Human Resources and Change Leadership 8/12 to present

Director, Human Resources for Manpower 6/11 to 8/12

Director, Talent and Organization Development 10/08 to 6/11; Mgr, Talent

Development 2/07 to 10/08

ManpowerGroup Highlights:

Currently, lead Human Resources and Change Leadership in Manpower ($1.8

billion) that consists of 1800 employees at 400 branches across the

country. Created and implemented the Change Management strategy for the

transformation of Manpower. Direct advising and coaching for the SVP of

Manpower and for the VPs that manage the Manpower line of business. In

Director of T&OD role responsible for managing talent management across

four lines of business ($2.5 billion) and 3,800 employees. Both Director

roles report into the VP of HR for ManpowerGroup, US (top level HR position

who reports to the President, Americas).

V Led the change management for the transformation of Manpower, which

included: creating the strategy, garnering and training HR, training

and communication resources, partnering and training executive

sponsors, creating employee engagement tools to help manage change,

spearheading the change theme to carrying the transformation through

18 months, designing the selection process for 1800 employees.

V Increasing responsibility from 2 direct reports to managing a team of

20 employees with a $4.5 million budget. In current role, responsible

for managing a team of approximately 10 employees and a $1.4 million

training budget.

V Manage the Employee Relations Center that is a call center for ER

issues, which on average receives 75+ calls weekly.

V Within one month of Director of HR position, re-aligned the team to

increase talent, reduce costs and create more value for the business.

Currently, VP feedback has been overwhelming positive about the new

strategic value of HR.

V Partner with the VPs of Manpower to shift culture from operations to

sales. This includes: sales re-organization, change of VP talent,

increased focus on hiring sales talent (implementation of assessments

and cut off scores), focus on retention of key talent, and engagement

of talent.

V Responsible for managing the talent assessment/succession planning

process for the salaried workforce at ManpowerGroup (3,000 employees),

which includes facilitating meetings about talent, creating

development plans, developing talent metrics and creating high

potential programs.

V Client lead for the ManpowerGroup Talent Acquisition team who was

responsible for hiring over 1000 full time employees per year.

V HR lead for integration of 800 newly acquired employees with a focus

on cultural integration with the 375 current employees for

ManpowerGroup's Professional line of business, which resulted in an

extremely successful integration that increased revenue.

V Led a retention project in order to reduce turnover across the

ManpowerGroup business. Included developing a model, ManpowerGroup

programs and targeted approach. This led to an improvement of

retention from 57% to 78% in four years.

Miller Brewing Company, Milwaukee, WI Career Development Manager

2005 to 2007

Led succession planning for all functions at Miller Brewing in the United

States (2,000 employees). The majority of the work was focused on the

breweries and sales offices. Direct coaching for the VPs and Directors

during talent calibrations and during career planning.

V Led Strategic People Resourcing (succession planning) for all salaried

employees. Included all aspects of program management, communication,

change management, continuous improvement, partnering with HR

managers, and facilitating all meetings across the organization with

top levels of management.

V Identified, evaluated and implemented best practice programs around

career development (e.g., employee and manager instructor led courses,

high potential development, human capital metrics and analyzing

generational shifts in the workplace).

V Facilitated career discussions and utilized psychometric assessments

to coach employees (from entry level to top management) focusing on

their aspirations, motivations and abilities. These conversations led

to retention plans for key employees.

V Developed and analyzed people related plans and priorities,

culminating with the annual review of talent across the organization

that leads to specific talent organizational goals for the year. Data

from annual review determined people goals for the upcoming year.

Exxceed, Inc., Chicago, IL Senior Consultant

2004 to 2005

Exxceed was a boutique-consulting firm that focused on competency

management, succession management, and performance management and

selection.

V Clients included a Fortune 200 ($40 billion revenue) corporation that

required career management for over 2000 employees worldwide in the IT

group. Responsibilities included creating a communication/change

management plan; leading focus groups; co-developing competency

strategy; and, partnering with Core Team and Executive sponsors.

V Served as the change management and communication SME for consulting

assignments. Clients included coaching a multi-national company in the

Middle East with launching its career development program.

RR Donnelley, Chicago, IL

1999 to 2004

RR Donnelley is a Fortune 500, global printing company with over 30,000

employees.

Manager, Performance Leadership and Competency Development 7/02-3/04

Learning Manager, 6/01-7/02

Management Associate Program, 2 year program to develop high-potential

employees for leadership roles. 7/99-6/01 (rotations included: Division HR,

Corporate HR, Strategy, Learning Consultant)

RR Donnelley Highlights:

V Managed the redesign of the company's performance management system

for 6,500 domestic and international salaried employees. Responsible

for project management with external consulting firm, stakeholder

analysis and buy-in, training, change management, and communication.

The Performance Leadership Program was an integral component in

setting and aligning company goals and creating a culture shift within

the organization to increased importance on "how" things get done to

improve performance and overall working environment.

V Led a team of competency Subject Matter Experts (SME) across the

business to create a high performance culture and develop career paths

for employees. Consulted with other functional areas (IT, Marketing,

Finance, and Optimization) to create competencies and utilize RRD's

online competency assessment tool.

V Co-developed the first-ever Scenario Planning section for Telecom's

Strategy Plan. This included: researching key trends, writing

scenarios, coordinating/facilitating scenario planning meetings and

writing high-level business cases that emerged from our scenarios.

C E R T I F I C A T I O N S & P R E S E N T A T I O N S

V Prosci Certifed Change Management Trainer

V Presenter at Enterprise Learning! Conference and Expo, Anaheim, CA,

August 2013. Topic: Transforming a Workplace from Operational

Excellence to a High Performance Sales Culture

E D U C A T I O N

Fielding Graduate University: Doctorate in Human and Organization Systems.

Dissertation: Analyzing Corporate Social Responsibility's Impact on

Employee Attraction and Retention with a Focus on Generation Y

American University, Washington, DC: Master of Arts in International Peace

and Conflict Resolution.

Lived in Zurich, Switzerland before studying at American University.

Loyola University of Chicago, Chicago, IL : Master of Science in Industrial

Relations

Concentration: Global Relations. Master Thesis on training programs in

Malaysia and Singapore (visited and interviewed subjects in Malaysia and

Singapore).

Carnegie Mellon University, Pittsburgh, PA: Bachelor of Science in

Psychology

Minor: Industrial Management

Contact this candidate