Jeffrey A. Deel, PHR

**** **** ****.

Avon, Oh **011

Home phone: 440-***-****

Cell phone: 440-***-****

SUMMARY

An energetic and hands on human resource manager with experience as a

strategic partner alongside company executives and team members to execute

and implement corporate business initiatives. A highly motivated

individual with the ability to effectively communicate with all levels of

employees within the organization and coordinate ideas to accomplish the

task at hand while keeping the bottom line and the big picture in focus.

EXPERIENCE

(Please do not contact current employer)

The Austin Company 2006-Present

A multi-million dollar Architectural, Engineering and Construction (A/E/C)

firm specializing in Design-Build projects for large commercial and

industrial clients.

Corporate Director of Human Resources

Corporate Human Resource Director responsible for the strategic planning of

all Human Resource functions for the organization including, but not

limited to, succession planning, recruiting, organizational development,

performance management and wage and salary administration. Additionally

duties include serving as the multi-site Human Resource Director of the

company's three A/E/C offices responsible for the creation and adherence to

policy and procedure, compliance, benefits and employee relations. Report

to the President of The Austin Company.

. Able to effectively recruit technical talent in a tight market keeping

up with fluctuating staffing requirements for three offices.

. Implemented a succession planning process to evaluate departments that

were weak in bench strength due to a lack of knowledge or experience.

Identified future voids in departments because of pending retirement

and implemented training and recruiting plans to ensure future

staffing needs were met and bench strength was improved.

. Developed a long term recruiting plan to hire interns and college

graduates that will support the expected growth of the company in the

future.

. Joined efforts with the benefits team to introduce new product

offerings such as an EAP, vision and orthodontia to the executive

management team and was a key contributor to their implementation.

. Revised all company policies and created new employment policy to

ensure all offices were operating consistently. Resolved compliance

and consistency issues by rolling out a new employee handbook.

. Researched and implemented new salary ranges for all geographical

locations to ensure competitiveness in all markets of the country.

. Revised all job descriptions and job titles to comply with new

legislation as it pertained to FLSA and professional discipline

guidelines.

. Improved morale by implementing communications meetings to keep

employees better informed of the vision and progress of the company.

. Facilitator and leader of an executive strategic planning committee to

develop a values/mission statement and strategic initiatives for the

future direction of the company. This process included an extensive

SWOT and competitive analysis and the development of action items to

accomplish the strategic initiatives.

AutoNation, Inc. 2004-2006

A $20 billion dollar automotive retail sales organization ranked #93 on the

Fortune 500 list and one of Fortune's Most Admired Companies. AutoNation

runs over 300 dealerships nationwide.

Regional Human Resource Manager

Multi-Site Manager of twenty-three dealerships responsible for all aspects

of Human Resources. Developed and implemented policies, procedures and

programs to impact the productivity of employees, standardize processes

across the region and increase the profitability of the company. Report to

the Regional Human Resource Director for the East Central Region.

. Negotiated three Union contracts that eliminated constraints and

generated higher profit margins in the service departments for the

duration of the contract. Successfully negotiated grievances with

none of them going to arbitration.

. Implemented a Tech Advisory Panel that met on a monthly basis to

address any concerns the Technicians may have in an effort to

eliminate the need to organize with local unions.

. Facilitated monthly Workers Compensation calls to focus on claims

resolution saving the Company in excess of $113,000 in 2005.

Implemented a Drug Free Workplace program for the Cleveland market

that lowered WC premiums and saved the dealerships over $78,000 in

2006.

. Weekly contact was made with all levels of the organization at each

dealership to resolve employment issues including, but not limited to

discrimination, retaliation, harassment, poor performance, progressive

discipline and termination.

. Joined efforts to create and implement a standardized Paid Time Off

policy that combined twenty-three policies into one. Involved in the

roll out, communication and presentation of the new policy to

employees.

. Coached and counseled Managers and General Managers on succession

planning and performance evaluations to build bench strength within

each dealership.

. Changed the payroll frequency to semi-monthly at all locations to

increase efficiency of the payroll process and reduce the compensation

percentage as it related to sales in the business offices of each

dealership.

Spherion Corporation (Formerly Interim Services, Inc.) 1999-2004

A $4 billion dollar human capital management company designed to evaluate

problem areas within a company's human resource department and offer

solutions to improve operational effectiveness while positively impacting

the organizations bottom line.

On Premise Human Resource Manager at Manco/Henkel Consumer Adhesives

(Manco is a distributor of many household products specializing in

adhesives such as duct tape and packaging products. It houses both a

packaging plant and a distribution warehouse.)

Promoted to this key account and responsible for managing key areas of

human resources including employee relations and recruitment of all

Spherion hourly associates. Developed a strong relationship with the

management team at Manco and partnered with them to recruit and retain a

seasonal workforce. Reported to the Operations Manager and the Human

Resource Manager at Manco as well as to the District Director of Spherion.

. Re-engineered the hiring process to include behavioral-based

interviewing to aid in the selection of higher caliber employee.

. Developed a yearly recruiting strategy to satisfy manpower

requirements with the management team.

. Revised the orientation process to better educate new hires and

prepare them for employment and improve retention.

. Streamlined the operations of the Spherion office to improve

efficiencies a decrease costs associated with hiring.

. Achieved a 30% net income improvement over prior year by closely

monitoring and evaluating profit and loss statements.

. Developed a safety strategy to decrease the number of recordable

injuries and reduce the number of lost time incidents to the lowest

level in six years.

. Developed and employee relations initiative to increase the number of

hours spent on the shop floor to improve morale and increase retention

rates.

. Manage staffing with a focus on cost management improving the

profitability of Manco.

On Premise Human Resource Manager at Diamond Products

(Diamond Products is a manufacturer of diamond cut saw blades used in the

construction industry)

Similar responsibilities to those mentioned above

Lorain County Automotive Systems, Inc. 1991-1999

A non-union, automotive interior seat component manufacturer specializing

in metal stamping, wire forming and robotic mig welding. Tier 3 supplier

to the major players in the automotive industry.)

Human Resource Manager

Developed and oversaw the human resources department as the company grew

from 50 employees to over 250 employees in a seven year period. Acted as a

strategic business partner to develop a human resource department from the

ground floor up. Involved in developing business initiatives along with

executive management in accordance to the vision and goals of the company.

Reported to both the President and the Vice President of the company.

. Determined staffing requirements in accordance with the production

schedule as well as forecast future staffing needs.

. Redesigned the employee handbook to better educate employees.

. Developed and administered all company policies.

. Revised the orientation process to ease the transition from candidate

to employee and to help increase retention.

. Ensured enrollment of all eligible employees n the company benefit

plan and fielded all questions associated with this plan. Ensured

employee satisfaction by resolving benefit issues in timely manner.

. Worked with the benefits management team to present and implement a

new 401K program.

. Developed a safety committee of cross-functional teams made up of

managers and shop floor personnel to highlight any safety issues and

managed the time line for completion of all corrective actions.

. Developed and provided on-going training for all "right to know"

information including MSDS and HAZMAT training.

. Responsible for all Bureau of Workers Compensation (BWC) from accident

prevention to accident reporting including OSHA compliance and

processing of claims to effectively minimize costs.

. Implemented a Drug Free Workplace program in compliance with BWC

saving the company 20% on workers compensation premiums.

. Maintained a union free status through improved communication between

production associates and management by having small "circle of

communications" meetings that invited associates to voice their

concerns and receive immediate feedback from management.

. Extensive employee relations that enabled the company to hire low wage

workers and retain them.

. Assisted in the QS9000 certification process.

Production Manager

Managed the production of interior seat components in collaboration with

the management team. Extensive customer contact with end users in a JIT

environment to ensure timely shipment of products. Monitor inventory

levels to control costs. Reported to the Vice President.

. Did time studies to evaluate production rates. Results included the

ability to modify production standards therefore increasing plant

efficiencies.

. Calculated efficiencies to both monitor work center performance as

well as target employees for recognition or corrective action.

. Direct reports included all shift supervisors and team leaders.

Partnered with direct reports to communicate daily operational goals

and identify areas for organizational development.

. Participated in key quality initiatives that involved establishing the

root cause, determining a time line for corrective action and ensuring

completion.

Production Control

Supervised a small cloth seat insulator division of LCAS. Responsible for

a team of 15-20 employees and their productivity.

. Monitored inventory levels and ran production schedules.

. Ran efficiency reports and monitored employee performance resulting in

the ability to find root cause of low productivity work centers and

take corrective measures to improve performance.

. Purchased all materials for the insulator division as well as the

metal stamping division.

. Responsible for the logistics of all out going product.

Ohio Army National Guard 1987-1991

Rank of Sergeant

Squad leader of a platoon. Developed discipline and training skills

through administering classes to the Company pertaining to various military

tasks.

EDUCATION

BSBA, Bowling Green State University

Double Major: Production Operations/Procurement Management

PHR Certified

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