Manager Human Resources

Arthur A. Rogers **** Washington Road ( Rochester Hills, Michigan 48306

H (248) 651- 7675 ( C 248-***-****( **********@*****.***

Summary

An innovative and highly accomplished top human resources executive

with broad-based expertise in driving the design, development and

execution of pioneering programs and services for worldwide staff

members. Skilled at collaborating with multiple parties and teams to

ensure HR affairs and metrics drive business objectives for revenue,

profit and growth. Areas of experience based global competence

include:

< benefits and compensation

< training and development

< diversity programs

< staffing and selection

< organizational development

< employee and labor relations

< succession planning

< strategic planning

< mergers and acquisitions

< culture and change management

< global hr issues

< coaching and mentoring

Experience

Energy Conversion Devices, Inc. Rochester Hills, Michigan 2005-2009

Vice President, Human Resources and Administration 2007-2009

Restructured HR function and team to establish highly valued and respected

function, delivering on company objectives. Transitioned business from

research and development to commercial phase, mandated by market-driven

plan to increase manufacturing capacity and sales 40 times by 2012 in six

years. In 2007 developed and executed significant restructuring activity,

resulting in reduction of corporate head-count by 66% and elimination of

the only bargaining unit (IAM) in the USA. Conducted second major

restructuring in 2009, reducing global head-count by 20%. Supported

succession planning and talent-review process, resulting in selection of

new chief executive officer as well as retirement of the founder, the

chairman and chief executive officer and the chief operating officer.

< Restructured human resource organization and team to reduce head-count,

upgrade talent and establish capable, service-oriented function.

Reduced costs by 30% upgraded entire HR team in the USA.

< Reduced cost by more than $2,000,000 by harmonizing company policies

and benefits during restructuring phase (e.g. redefined overtime

policies saving $500,000 per year, and eliminated fifth week of

vacation and birthday holiday, as well as aligned health-care plans and

cost sharing approach across the entire company).

< Established broadband salary structure, establishing first ever market-

based compensation system and processes.

< Worked closely with senior management and the Compensation Committee,

establishing an annual cash-incentive plan and a long-term equity

incentive program for the first time in company history.

< Instituted communications plan and process to assure effective and

ongoing informed engagement of associate population in support of

company objectives. This initiative was a major feature in the union

avoidance approach.

< Oversaw recruitment, induction and realignment of 100% of the

enterprise-wide senior leadership team.

< In 2009, implemented voluntary followed by involuntary reductions, as

well as other cost reductions, including voluntary unpaid time off,

mandated rolling furloughs, across-the-board salary cuts and suspension

of merit increases, bonus plan payouts and the tuition reimbursement

program to align costs with reduced sales volumes. Achieved targeted

cost reduction of 20% of payroll or $15,000,000.

< Established an ongoing union avoidance process and plan for high growth

solar business which remains union free.

Vice President, Human Resources and Administration, United Solar Ovonic

(Energy Conversion Devices subsidiary) 2005-2007

Established new HR organization structure featuring detailed roles and

accountability to position the function and company for success.

Established a new staffing approach significantly reducing costs at $4,000

per new hire and developing an effective selection process. Doubled head-

count over first 18 months in support of ramp of production. Reduced cost

of HR-related outsourced activities in support of decreasing general and

administrative costs. .

< Established a world-class selection process for remote green field

plant start-up, utilizing local community colleges and government

agencies funding to support staffing activity at no cost to company.

Set new standard for future expansion-planning and staffing. Process

specifically designed to maintain a union free environment.

< Developed a new plant organization structure, resulting in increased

effectiveness of the management of production activities and exposing

gaps in prior structure, addressed as part of new structure and

organization.

< Implemented a mandatory MBO performance management process, introducing

accountability, cascading priorities and standardizing approach. This

initiative began the transition of organization to high-performing

culture.

< As an immediate union avoidance initiative established a consistent

employee-relations approach including supervisory leadership training,

accountability and responsibility throughout business, resulting in

upgrading of the team and more effective leadership.

< Developed a company wide union-avoidance approach, including management

and supervisory training as well as consistent and proactive

communications processes.

< Outsourced development of multiple Affirmative-Action Plans (APPs) at

less than 50% of previous costs for single plan, resulting in higher

quality of work and implementation of AAPs in timely manner.

GKN Sinter Metals, Inc (offshore division of GKN, plc, a United Kingdom

company) Auburn Hills, Michigan

Senior Vice President, Human Resources 1998-2005

Established new division HR function as well as a new offshore division

office. Hired entire division staff of 60 at peak. Designed and

implemented division organization structure, including establishing a lean

division HR team. Led global staff of 70 HR professionals and managed

$10,000,000 annual HR budget.

< Designed and implemented scalable, centralized HR infrastructure

supporting business as a stand-alone organization. Business revenues

doubled from $500,000,000 to $1,000,000,000 including completing 22

acquisitions in first four years.

< Spearheaded acquisition due diligence, synergy planning and

communications to integrate small private as well as larger corporate

acquired businesses. Built culture around valuing employees and a

commitment to excellence.

< Transformed plant-level HR function to homogenous team-oriented

environment with global impact. Upgraded staff capabilities and added

technology to reduce head-count 30% while increasing impact on

business.

< Served as key business partner in planning and executing aggressive

growth from 4,500 employees and 20 plants to peak of more than 8,000

employees and 36 plants operating in 10 countries.

< Planned and executed closure of 15 plants, including 6 unionized sites.

Closures drove cost reductions as well as lean operating structure.

< Maintained solid union-avoidance stance and thwarted 7 union organizing

attempts in U.S.

< Established and launched customized, straightforward management-

assessment, career-development and succession-planning processes,

enabling business to recruit and train top business talent.

< Created and implemented a new performance management system, reducing

cumbersome appraisal process to a simplistic, effective tool. Migrated

program into automated data-access and manpower-planning tool in 2005.

< Lead design and launch of a performance-based, management-by-objectives

program, integrated with training, development and compensation

programs for salaried employees worldwide.

< Instituted skills-based shop-floor training program, enabling two pilot

plants to achieve status as most profitable in division. Program became

standard for all operations. Program was also under corporate wide

consideration.

< Outsourced U.S. retirement and insured benefits administration, as well

as standardized 18 health plans to one provider with two options.

Achieved $1,200,000 savings, improving quality, cost, record keeping

and compliance.

Hills Pet Nutrition (subsidiary of Colgate-Palmolive) Topeka, Kansas

International Human Resources Director 1997

Established first ever global HR function for 1,000+ employees operating in

more than 20 locations outside the USA.

< Leveraged global HR background to proactively address issues adversely

impacting organizational performance and management-employee relations.

Leveraged CP global presence and rapidly achieved significant

economies.

< Established improved manpower-planning and succession planning

programs, addressed unresolved expatriate issues and initiated several

projects to build a full-service international HR organization.

LucasVarity Corporation Buffalo, New York

Vice President, Management Resourcing 1995-1997

Instituted revised corporate succession-planning process, managed all key

search activity and provided significant support to establish Asian

organization and leadership team. Designed and led assessment process

during "merger of equals," utilized to establish the new leadership team

and organization structure for the combined company. Drove forward

pioneering HR programs in succession planning, diversity and executive

recruitment.

< Wrote white paper delineating post-merger integration of Lucas

Industries, plc and Varity Corporation management teams. Won full board

approval. Appointed to senior-management transition team to lead

execution of plan.

< Designed and led extensive assessment of 160 top executives as basis

for building new executive management team for corporation.

Consolidated two headquarters into U.K. parent company over period of

four months.

< Instituted formal recruitment process and hired new division presidents

as well as vice presidents. Established Web-based recruitment approach

with Online Career Center as first-ever Web-based tool for recruitment

of salaried personnel worldwide.

< Leveraged prior Asian experience to build HR and operating

infrastructure for Asia from ground up. Hired Asia managing director

as well as supported additional management recruitment, training and

joint venture initiatives.

Schlumberger, Ltd., New York, New York 1983-1994

Sedco Forex Schlumberger, Singapore, Personnel Manager - Australia, New

Zealand, Middle East and Asia, 1991-1994. Managed region HR activity and

functions for the world's largest oil and gas well drilling contractor.

Oversaw business based in 15+ countries with 2,700 employee and

$300,000,000 in revenue. Served as cross-divisional lead for corporate

shared-services initiative in Southeast Asia initiated to improve customer

relations, gain economies of scale and cost efficiency for six Asia

divisions of Schlumberger. Designed technical and engineer recruiting plan,

as well as development programs across region. Improved diversity

representation in managerial ranks by 61%. Oversaw employee relations and

manpower planning needs and issues in support of 24/7 drilling operations

across region, Saudi Arabia to New Zeeland.

Sedco Forex Schlumberger, Paris, France, Manager, Compensation, Benefits

and Manpower Planning, 1989-1991. Managed global compensation and benefits

as well as staffing requirements. Oversaw manpower planning, diversity and

succession planning, as well as benefits and compensation planning and

design, for 5,500 employees and $600,000,000 revenue drilling division.

Designed and launched cost-driven, cafeteria style, global health-care plan

for 1,000+ expatriate employees from more than 30 countries. Plan was later

adopted as corporate standard. Designed new succession and development

programs and earned division recognition for significant increase in

diversity via local and regional staffing of managerial roles. Led HR

integration activities during acquisition of a French drilling contractor.

Fairchild Weston Systems, Inc., Sarasota, Florida, Personnel Manager, 1987-

1989. Managed all HR activities for top-secret defense and aviation

related engineering and manufacturing business.

Schlumberger Perforating and Testing Center, Rosharon, Texas, Personnel

Manager, 1986-1987. Integrated Flopetrol Johnston associates into founding

division of company to reduce costs. Oversaw significant restructuring

related activities.

Flopetrol Johnston, Sugarland, Texas, Personnel Director - North America,

1985-1986. Served as senior HR officer for North American division.

Contributed to restructuring and integration activities as company merged

divisions as well as reduced head-count to decrease costs during period of

significant global downturn in oil and gas industry.

Houston Downhole Sensors, Schlumberger Well Services, Houston, Texas,

Personnel Manager, 1983-1984. Managed HR matters for the captive well-

logging equipment engineering and manufacturing group.

Additional Experience

Pepsi-Cola Bottling Group, Houston, Texas, Area Employee Relations

Manager, 1981-1982. Directed HR activity for two manufacturing plants

and six sales warehouses in south and east Texas.

Industrial Employers and Distributors Association, Emeryville,

California, Labor-Relations Consultant, 1978-1980. Served as member

of IEDA staff. Directed day-to-day employee relations and labor

contract negotiations

Fluor-Daniel Construction Company, Kansas City, Missouri, Personnel

Manager, 1976-1978. Managed all HR activities for a green field

construction project, established to build a 650-MW coal-fired power

plant. Utilized area building-trades unions working under the terms

of a project collective bargaining agreement with a non-union

construction contractor, Daniel Construction Company.

Newport News Shipbuilding and Dry Dock Company, Newport News,

Virginia, Supervisor of Personnel, 1973-1976. Managed all HR

generalist responsibilities for the steel-fabrication division of

1,200 unionized employees.

Education

Michigan State University, East Lansing, Michigan

B.S., Labor and Industrial Relations, June 1972

Affiliations

Society for Human Resource Management, 1989-2009

Personal

Married. Enjoy canoeing, kayaking, fishing, hiking, golfing, and

cooking.

Contact this candidate