Michelle White

**** ******* **. ******, ** *****

Michelle16white@g mail.com 309-***-****

Professional Summary

• High-performing leader and consultant with 20 years of broad Human Resources, Organizational

Development, Operational Start Ups, and Learning/Training experience in the healthcare, service,

insurance/financial services, and manufacturing industries.

• Visionary leader shaping strategy, developing execution plans, and influencing/leading through others to

get results. Known for strong servant leadership, high learning agility, problem solving, inclusiveness, and ability

to listen and convey information verbally and in writing across all levels. Works well with ambiguity.

Areas of Expertise

• HR Leader & Generalist Employee Relations/Performance Management

• Organization Development and Training Executive and Employee Development

• Comprehensive Talent Management Coaching/Consulting

• Change Management Policy and Procedures

Professional Experience

State Farm Insurance Companies - Corporate 1998-2015

Function Manager (Director level), Agency Deployment & Training Delivery – Virtual Staff of 8 managers and 110+

employees

• Reduced field staff by 25% while maintaining morale and enabling cost savings to be shifted to contemporary

technology/ training investments. Driving force in the creation of strategy to enable agents to maximize

technology to enhance production and customer satisfaction scores.

• Dramatically improved adoption from 35% to historic high of 90% through strategic vision, intentional cross-

functional, cross-field location at all leadership and employee levels. Significant influence and coaching of

Corporate Systems, Change Adoption, and business partner staff.

• Visionary for strategy and execution plans to start up a 300+ employee virtual function nationwide and in Canada.

Lead operational efficiencies reviews resulting in reduction of staff, re-tooling of skill sets, and cost avoidance.

• Achieved one of the highest employee opinion surveys in Agency despite transformational change.

HR Employee Relations/Services Manager – Staff of 100+ servicing 17 of 20 Corporate departments and 8,000+

employees

• 75% improvement of executive /management use of HR for business consulting, strategic problem solving, and

proactive HR trend analysis.

• Shift fundamental HR questions to an enterprise HR Shared Services center to maximize salary and skill sets of

HR Representatives and gain scale and cost justification for shared services.

• HR Strategist and trainer for first-ever approval of a crisis management program. Improved cross-functional

response time from 24 hours to 30 minutes. Documented trusted advisor to highest level executives during times

of crisis.

• Reduced public relations and safety risks as the primary influencer and lead to drastically reshaping a business

partner initiative to rebuild the employee park and pool. Gained approval for the first time in over 10 years.

Increased concessions sales by 20% enabling revenue to go to rebuild expenses.

Enterprise Talent Management Manager, Executive Development Coordinator – Staff of 8

• Designed a more contemporary and unified, cross-functional approach to executive succession management and

development based on HR and industry research. Increased placement satisfaction scores, use of metrics, and

results-driven leadership. State Farm received numerous awards for succession management and top HR

strategies.

• Built a national mentoring program. Partnered with well-known institutions like Darden and Center for Creative

Leadership to customize leadership programs for leaders with executive potential.

• Increased talent pool options and surveys indicated better and faster placement and results.

• Researched and hired external executive consultants for 13 field executive teams. Quality of consulting

knowledge and consistency in development improved by 75% per a field survey.

Enterprise HR Services Call Center Coordinator – Staff of 15

• Lead a team responsible for creating and implementing the first national HR call center training, Corporate-to-

field communications strategies and tactics and call center policies and procedures.

• Call center staff indicated a 90% confidence rate in their ability to execute immediately. Training time relative to

other State Farm call centers was reduced by 50%.

• Exceeded hiring goals by 30% through relentless research and influence to creating call center incentive and

morale programs.

State Farm Sales Process Manager and Staff Manager, Bank Sales & Training Integration – Staff of 10

• Build and execute a grass-roots effort to eliminate over 30+ field sales processes and move to one formalized,

contemporary sales processes based on State Farm’s updated strategy. Increased sales, reduced duplication,

avoided significant costs in resources and staff via a sales approach based on customer needs, product line needs,

updated training and communications, use of field intelligence, and inclusion of technology and telephony as a

valued sales approach.

BroMenn Healthcare Systems 1996-1998

HR Consultant

• Strategic approach to piloting the HR Consultant role leading to HR and management efficiencies and ability to

move fundamental HR roles to HR Coordinator/Assistant roles and freeing up the HR Consultant role to focus on

more strategic HR/business strategies. Avoided re-engineering in HR as a result.

• Dramatically reduce management reliance on HR through proactively identifying HR/performance management

trends then creating strategy/training/consulting in order to reduce time, costs, absences, and terminations.

Enabled business partners to focus on their areas of expertise, improvements in morale and customer satisfaction

scores.

Nestle USA 1992-1996

HR/Labor Relations Manager, Baking and Confections Divisions – Staff of 15

• Reduce performance management and labor relations grievances by 50% through targeted training and creation of

voluntary management and employee committees. Resulted in initial conversations of decertification given a

collaborative approach to employee relations and proactive action by HR and management.

• Reduced OSHA Lost Time Accidents from 250 per year to zero two years in a row. Resulted in a cost avoidance

of millions enabling that budgeted money to be redirected to further safety improvements, equipment, and

training. Received a prestigious national Nestle safety award as a result.

• Decrease employee absences by 15% in order to increase production by 10% and reduce staffing budget.

Norrell (Spherion) Services 1990-1992

Operations /HR Manager

• Doubled sales and tripled talent pool through intentional strategy and nurturing relationships with customers and

staff.

Education

• M.A. -Communication: Organizational Development/ Training

• B.A.-Major in English; Minor in Public Relations

• Senior Professional in HR (SPHR)

• Chartered Professional Underwriting Certification (CPCU)

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