EROCA GABRIEL

720-***-**** aca4of@r.postjobfree.com

OVERVIEW

•University of Nebraska at Omaha graduate:

• M.A. Organizational Communication

• B.A. Speech Communication

•Seeking management or professional role in:

• Strategic Human Resources Management

•Sixteen years of successful, progressive experience in

• Human Resources Strategy

• Human Resources Operations (Generalist)

• Training and Development

• Business Change Management

• Project Management (non-technical).

•Experience in the following industries:

• Healthcare – Health Insurance – Information Services – Hospitality – Food and Beverage

•Professional Certifications and Training

• Multiple Project Management, American Management Association (AMA).

• Project Management, American Management Association (AMA).

• Adult Education, North Carolina State University (NCSU).

• Various: Behavioral Selection; Performance Management; Pay-for-Performance;

Employee Relations; Organization/Team/Role Design; Strategic Internal

Communications; Communication and Culture Audits; M & A Cultural Due Diligence;

Transition & Change Management; Diversity; Conflict Management; Facilitation,

Mediation and Negotiation; Financial Management; Continuous Service Improvement,

Continuous Process Improvement; 1990 – 1997.

•Social Media

• LinkedIn: www.linkedin.com/in/erocagabriel

• Facebook: www.facebook.com/treatconsulting

• Twitter: @ErocaGabriel

• www.examiner.com/workplace-culture-in-denver/eroca-gabriel

EROCA GABRIEL (2)

PROFILE

• Strategic Human Capital Management (Strategy/Operations) professional with solid experience in

human resources management, training and development, change management, project management,

organization design and development, and strategic internal communication management.

• Strengths include aligning people, processes and technology to performance goals by facilitating change

(high-performance) at individual, team and organizational levels. Successful in working with strategic and

operational teams on improving performance while the organization is undergoing rapid and intense

change.

• Focused on understanding the customer’s point of view and getting results that improve service and

increase profitability. Proficient in developing strategy, multiple-project management, consulting to

executives and operations managers, building relationships and influencing others.

EXPERIENCE

• 2011-2013 Treat Consulting, Denver, CO

Private Practice

• SPEAKER, WRITER, AND EXECUTIVE COACH (PART-TIME)

• Designed and implemented a six-month research project on Millennial

generation leadership communication;

• Analyzed and synthesized data for publication;

• Coached ‘leaders-to-be’ in the Denver Metro Area on how to become a

21st century leader.

•Identifiable result: Developed collegial network of ‘go to’ professionals;

Increased ‘awareness, understanding and buy-in’ of Millennial corporate

citizenry as measured by survey of Millennials in the Denver Metro Area;

Educated hundreds to thousands of Millennials on what it takes to be a

leader in the 21st century.

• 2007-2010 Eldercare Sabbatical, Denver, CO

• 2002-2006 Kathy Downey Staffing Services, Boston, MA

Reported to agency owner

• STAFFING, TRAINING AND HR DIRECTOR:

• Managed selection and training for a staffing agency focused on

hospitality services.

• Designed and implemented selection process for hiring ‘client-

oriented and guest-focused’ employees.

• Designed and implement new employee orientation, service

training and customer feedback programs.

• Identifiable result: Employee retention increased 26% in six-months;

Customer complaints fell 16% in one-month and leveled to less than 5%

year-to-year.

• 1998-2002 Blue Cross Blue Shield of North Carolina (BCBSNC), Durham, NC

Reported to SVP Strategic Development & CIO; managed team of 6 to 12

• DIRECTOR BUSINESS CHANGE: Strategic Development / IS / Operations

EROCA GABRIEL (3)

• Developed and implemented a change strategy for transforming the IS,

Commercial Operations and Sales & Marketing business lines into high-

performing organizations; reinvented the business operating model that

has been in place for several years.

• Identifiable result: Linked operations management systems to

corporate priorities, improved operational effectiveness, upgraded HR

management systems and built a strategic communication plan.

• Designed and implemented a foundational change management project.

Identifiable result: designed and implemented organization design,

business process re-engineering, and measurement scorecard initiatives,

as well as performance management and pay-for-performance initiatives.

• Worked with BCBSNC leadership on aligning operational effectiveness

practices across IS, Commercial Operations and Sales & Marketing.

Identifiable result: increased ability to attract and retain talent as 90+%

of high-performers were retained in years 2000 and 2001, up from 63%

in 1999.

• Designed and implemented an internal communication process for

opening a dialogue with employees about operational effectiveness in IS,

Commercial Operations and Sales & Marketing; defined common

operational effectiveness goals and created action teams that achieved

the goals. • Identifiable result: 2/3 increase (measured by survey) in

employee awareness, understanding and buy-in to taking action that

focused on resolving performance issues and achieving performance

goals.

• Designed a transition plan that supported a BCBSNC Mergers and

Acquisitions (M&A) strategy. Identifiable result: a cultural due diligence

process for executing mergers and acquisitions that emphasized meeting

organizational as well as people needs; initially implemented during the

pre-acquisition phase of a $50M acquisition. •Identifiable result: low

conflict, low stress and minimal time away from work (measured by

behavioral observation scales) during initial integration phase for 450

new employees.

• Worked with SVP/CIO to select Strategic Development and IS leadership

team. Designed and implemented a behavioral selection process that

produced a leadership team with deep knowledge and skill in operations

management, people management and change management.

• Identifiable result: selected 5 high-performing general managers to

who were able “hit the ground running.”

• PROJECT DIRECTOR: The BlueEdge Project

• Led the implementation of an organizational effectiveness change

strategy for BlueEdge, a new business start-up project. • Identifiable

result: Co-created an organizational blueprint with a customized

business strategy for reversing reported five-year losses. •Identifiable

result: Created plan for implementing HR / OE deliverables:1) profit

centers guided by financial, operational and people-management

measures; 2)state-of-the-art human resources management systems

(behavioral selection, performance management and pay-for-

performance); 3)a strategic communication program designed to promote

entrepreneurial thinking.

EROCA GABRIEL (4)

• Provided strategic, technical, and project management leadership for

implementation of the blueprint. • Identifiable result: completed HR / OE

deliverables of $200 million project on time and within budget over a two-

year timeframe.

• 1993-1997 Rex Healthcare, Raleigh, North Carolina

reported to VP HR; reported to Director of Education; managed team of 3 to 6

• HUMAN RESOURCES GENERALIST/MANAGER: Selection/Employee

Relations/Compensation/Training & Development

• Managed a comprehensive Selection/Employee Relations and Training

and Development function for a large medical center.

• Worked on corporate committee to design strategic and operational

plans for delivering five corporate initiatives: service line restructuring,

enhanced customer service, continuous process improvement,

community building, and business literacy. • Identifiable result: Led

service line restructuring that achieved 20% reduction in operating costs

over a 2-year period with minimal reduction in service.

• Managed complex employee relations issues – (e.g., sexual harassment,

union avoidance, etc.) – during acute change. • Identifiable result:

• Led management communication initiative focused on aligning

management to corporate goals and increasing collaboration between

managers. • Identifiable result: Increased management alignment to

corporate goals from low to high as measured by focus group data by

implementing two integrated HR systems: performance management and

pay-for-performance.

• Designed and implemented a HR customer service protocol.

• Identifiable result: Setting up a call center, redesigning new roles,

developing new skills, and redesigning workspace; completed $250K

deliverables on-time and within budget; increased HR operations

capability to respond to basic service needs faster, better and cheaper by

an average of 53%.

• Participated on HRIS implementation committee – developed strategic

and tactical plans for people-soft implementation and implemented a

change communications plan; • Identifiable result: resulted in an 84%

level of awareness, understanding and buy-in by leadership and

employees about the benefits gained as measured by survey.

• Designed and implemented an HR transition process that focused on

embedding physicians and staff from newly acquired physician practices

into the larger organization; • Identifiable result: Received positive

feedback from 7 of 7 practices about their experiences about coming on

board after being acquired.

EDUCATION

• M.A., Organizational Communication, University of Nebraska at Omaha, 1989.

• B.A., Speech Communication, University of Nebraska at Omaha, 1986.

• PROFESSIONAL CERTIFICATIONS

• Multiple Project Management, American Management Association (AMA).

• Project Management, American Management Association (AMA).

• Adult Education, North Carolina State University (NCSU).

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