Janee M. Matthews

North Carolina – willing to relocate

419-***-**** - cell

ad4l6q@r.postjobfree.com

Professional Summary

Outstanding Human Resources Business Partner with 25 years of human resource experience and 22 years in manufacturing. I am an experienced change agent.

I have experience in lean manufacturing through Kaizen Event participation and Six Sigma Green Belt training. In addition, I engage in Safety Training Observation Programs. I have knowledge and basic experience in creating high performance work teams focusing on efficiency, and performance development related to production planning (flow to the work). My experiences also include talent development, performance management, employee relations, union avoidance, project management, Gallup, Mercer, & Glint Employee Engagement Survey and action planning, culture of coaching, succession planning, rightsizing organizations, Workday System operation, PeopleSoft System operation, SOX (Sarbanes Oxley Compliance), plant Core Assessment Training, and DDI (Development Dimensions International) Leadership Training. I am an AIRS Certified Internet and Diversity Recruiter.

EDUCATION

M.Ed. Human Resource Development, University of Toledo

B.B.A. Marketing, University of Cincinnati

EMPLOYMENT HISTORY

Kimberly-Clark Corporation is a global consumer good company with annual sales of $18.6 billion. There are a variety of brands in 5 categories: Baby and Childcare, Family Care, Adult Care, Feminine Care, and Kimberly-Clark Professional. For more than a century, Kimberly-Clark has transformed ideas into innovative products. We lead the world in providing essentials for a better life, and our global brands are a trusted part of the lives of nearly one-quarter of the world’s population in more than 175 countries.

Kimberly-Clark’s brand consists of trusted brands, such as Kleenex, Huggies, Scott, Depend, Pull-Ups, Kotex, and Poise. Kimberly Clark holds the No 1 or No 2-brand share in 80 counties. Kimberly-Clark recently celebrated 50 years of innovation and continuous improvements in our Global Non-Wovens division.

Human Resource Business Partner (Staff, Union Facility, and Central Stores Roswell, GA 5/2022 – 01/24

Strategic HR Business Partner for the senior leadership teams supporting the Global Manufacturing and Environmental Health & Safety organizations. I am instrumental in bringing in talent at the staff level and contributing to my client’s talent strategies. I drive, influence, and implement people strategies that align with business requirements and foster a cultural environment of diversity and inclusion.

Key Accomplishments YTD

Active participant in the development and retention of top talent by facilitating the management talent assessment using Kimberly-Clark’s standard performance management review and built plans to retain, develop, and deploy our key talent (direct impact of retaining 2 of our top talent by influencing leadership in leveraging remote work).

Active participant in meeting diversity goals for senior leadership teams in alignment to corporate goals of 33% in a select category.

Coach and advise senior leadership on team effectiveness and engagement and partnering to create an employee engagement plan improving year over year engagement scores for the group by 2%.

HR Support for organizational redesign with zero impact to headcount.

Sr. Plant Human Resource Leader (non-union facility) 1/2019 – 4/2022

Lead the entire HR function for a Global Non-Woven manufacturing facility of approximately 300 employees in a non-union plant environment. I partner with the plant’s leadership team to drive business goals to meet our mill, sector, and overall company initiatives. I am accountable for delivering results by modeling the company’s One K-C Behaviors. I effectively coach and mentor plant leadership and drive continuous accountability across the mill with front line and department leaders. I am the system owner for the hiring process, talent development, performance management, engagement, and other various HR initiatives. I am responsible for employee relations and ensuring compliance and ethics are demonstrated and modeled by all plant employees. I am responsible for the effectiveness of the OET focus group to improve and foster engagement across the mill and location leader to drive improvement in the Input to Action engagement scores and execute action planning.

Key Accomplishments YTD

Graduate of the McKinsey Management Accelerator Leadership Program

North America Project Leader for Safety Allotment Program across North America

HR Global Transformation – Mill execution

HR Global Transformation Advisory Council

Key Thinker of People A3 at the plant

Focus – Building Skill Capability. Implementation across the entire mill

Plant Human Resource Leader (non-union facility) 6/2016 – 12/2019

Lead the entire HR function for a Global Non-Woven manufacturing facility of approximately 300 employees in a non-union plant environment. I partner with the plant’s leadership team to drive business goals to meet our mill, sector, and overall company initiatives. I am accountable for delivering results by modeling the company’s One K-C Behaviors. I effectively coach and mentor plant leadership and drive continuous accountability across the mill with front line and department leaders. I am the system owner for the hiring process, talent development, performance management, engagement, and other various HR initiatives. I am responsible for employee relations and ensuring compliance and ethics are demonstrated and modeled by all plant employees. I am responsible for the effectiveness of the OET focus group to improve and foster engagement across the mill and location leader to drive improvement in the Input to Action engagement scores and execute action planning.

Key Accomplishments

2018 Distinguish Performance Award

Led and implemented the Skilled Trades Program across Kimberly-Clark North America

Sector Lead for the design and implementation of the Skilled Trades Development Project for Global Non-Woven

Designed and implemented a customized Maintenance Apprenticeship Program for the plant– Approved State Grant Funding of approximately $80k– zero out of pocket costs

Implemented Pay for Progression Skill Levels across the plant for all hourly positions

Key Thinker of Safety A3 Business Sector Project

Focus - Global Supply Chain safety improvement

Key Thinker of People A3 at the plant

Focus – Building Skill Capability

Campbell Soup Company is a growing global food company with annual sales of more than $8 billion and powerful brands in three core categories: Soup & Simple Meals, Snacks and Healthy Beverages. After almost 150 years, we are still focused on delighting consumers with great-tasting foods and beverages that meet their evolving preferences, needs and desires.

Led by our iconic $2.1 billion Campbell's brand, our portfolio extends beyond soup to foods such as Pepperidge Farm cookies and Goldfish crackers; Arnott's, Kjeldsens and Royal Dansk biscuits; V8 juices; Bolthouse Farms super-premium beverages, carrots and dressings; Plum Organics premium organic baby food; Swanson broths; Prego Pasta Sauces; and Pace Mexican sauce.

Campbell Soup Supply Company, Maxton, NC 6/10-3/16:

Human Resource Manager (large non-union facility)

Manage HR functions for 7 departments for an approximate 1200 employee nonunion facility. Effectively coach and mentor front line leadership and Business Unit Leaders. In addition, I partner with the plant leadership team in driving the plants compelling business need. Increased leadership accountability. I am the system owner regarding Performance Training, growth, and development. I am the system owner regarding site wide recruiting, talent and development for both hourly and salaried population. I am the Thermal Network lead for the Manufacturing Operations and Leadership Program. I am a key leader in driving a High-Performance Organization for my respective areas. I have led department specific focus groups regarding leadership development for the entire site. I am responsible for employee relations and engagement. I manage between 1-3 HR technicians/hourly technicians.

Key Accomplishments

Led and implemented site wide performance management review process for all hourly population and increased performance management participation to 100% (system owner).

Led and implemented front line leader performance review process in alignment with a High-Performance Organization

Led and implemented performance review training and process for salaried population (system owner)

Revitalization of the plant’s company store and profit generation from a deficit of $100k

Spearheaded staffing projects and initiatives to right size various departments within the plant to proper staffing levels, and positioning proactive back fills with the right talent.

Led plant communications for 3rd. party vendor transition project.

Owens Corning has been a Fortune 500 company for more than 55 years. With $6 billion in sales in 2008, Owens Corning has 17,000 employees operating in 30 countries around the world. Owens Corning is best known for its PINK FIBERGLAS® home and commercial insulation. The company also provides Building Material and Services- insulation, roofing, manufactured stone veneer and asphalt products in making residential, commercial and industrial buildings more comfortable, attractive, durable, cleaner and safer. The glass fiber materials extend into other markets such as Composite Solutions. These solutions can be found in more than 40,000 end-use applications ranging from computers to automobiles, and from telecommunication cables, pipes, and boats to appliances, snow skis and aircrafts.

Owens Corning, Toledo, OH, 5/00-6/09:

Regional Human Resources Leader (Savannah, GA, Aiken SC, and Chester, SC Plants) 1/09-6/10/2009: Managed the HR function for two union manufacturing facilities totaling 200+ employees and provided HR leadership support to one nonunion facility of 500+ employees. Effectively coached, mentored, and partnered with the plant leadership team. Increased leadership accountability measures to meet the critical outcomes for the divisions. Spearheaded staffing initiatives by right sizing of organizations which included having the right talent in the right place at the right time. Implemented training initiatives across all facilities and leveraged performance management to ensure growth and development. I was also responsible for employee relations and compensation and benefits. I managed two direct reports (salaried and hourly) and drove the unconditional commitment toward achieving zero accidents and enforced the stand that all accidents are preventable.

Key Accomplishments

Led relationship development between the plants and union representation to reduce union grievances to 0%.

Created and directed succession planning strategies for talent development, while partnering with plant leadership to reduce waste and saved the company $800k to support division goals and continue maximizing skill sets and talent across each facility.

Led cost reduction regarding curtailments and job eliminations that resulted in a savings of $350k .

Lead Human Resources Generalist (Chester, SC Plant) 11/06-12/08: Led the generalist function of a Non-Union manufacturing facility of 500+ employees. Managed three direct reports (hourly production trainers), developed organizational excellence through ongoing development and coaching of front-line leadership, resulting in increased production, waste eliminate, and higher engagement scores by department. Active participant with plant leadership team regarding performance management to support succession planning structure focused on the purpose and plant vision. I oversaw and created plant communication initiatives and diversity inclusive engagement programs. I oversaw training initiatives for the plant around leadership and systems improvement resulting in higher leadership accountability. High involvement in overall union avoidance programs, such as employee engagement surveys, focus groups around policies and initiatives, employee appreciation initiatives, local compensation surveys, performance and attendance recognition programs. I also served as a point of contact for all benefit/compensation issues. Created an enterprise of extraordinarily talented employees who live our purpose and deliver results. I drove the unconditional commitment toward achieving zero accidents and enforcing the stand that all accidents are preventable.

Key Accomplishments:

Led all HR process developments and improvements including plant policies and system efficiencies (improved SOX compliance by 100%). I have increased new process improvements by 100% with a direct correlation to increased employee engagement.

Created strategy and directed the annual Employee Engagement Process that created world class results in a .75 improvement in the plant’s grand mean score exceeding the goal of a .50 increase for 2007.

Spearheaded the plant's staffing initiatives for salaried employees at all levels filling critical roles less than 30 days.

Sr. Talent Acquisition Specialist (Toledo, OH) – Executive & Enterprise Management (5/2005-11/06):

I was accountable for leading the recruiting function by example. I was responsible for sourcing, screening, and interviewing a diverse slate of candidates to staff mid and executive level finance and legal positions in major business units within the corporation. I leveraged my partnership with internal affinity groups to increase diversity awareness, and to receive qualified referrals of diverse candidates to fill current and future positions. In addition, I work closely with my client base as an active participant in the talent discussions with the Finance Leadership Team to ensure my alignment in helping them meet their business results. I work closely with finance human resources to create an accurate forecast for finance positions in an effort to filling roles proactively, on time, and within scope. I continuously excelled in improving my metrics to reduce cost and fill positions faster. As an engaged employee, I informally mentored and coached employees in an effort to develop and retain talent to the organization.

Key Accomplishments:

Project Management

· Led the Finance Functional Recruiting Team and implemented processes around forecasting and filling critical roles in an efficient manner.

· 2006 - Results

o Improved time to fill positions by 23 days

o Zero cost in using external vendors.

o Filled 156 positions for 2006, resulting in over a 200% increase in positions filled in 2005

Talent Acquisition Specialist (Toledo, OH) – Enterprise Management (2004-2005)

Talent Acquisition Specialist (Toledo, OH) - Insulating Systems Business (2000-2003):

Project Management

· Directed and implemented a corporate project to create and centralize a preferred vendor list of recruiters to partner with Owens Corning, which resulted in over $200k annual savings.

Key Bank National Association with assets of $93 billion as of December 31, 2009, serves 26 geographic districts across the United States, the community-focused retail bank serves consumers with financial products and services. In addition, the institution provides asset management, investment banking, capital markets, insurance, financial planning and brokerage expertise to clients that allow them to adapt to and benefit from today's fast-moving financial markets.

Key Bank National Association 05/96-5/00

Sr. Corporate Recruiter (Indianapolis, IN) 2/98 to 5/00:

Human Resource Generalist (Toledo, OH) 10/97-1/98:

Sales Manager (Toledo, OH) 5/96-10/97:

Professional Organizations

National Association of African Americans in Human Resources

National Association of Black MBA

Delta Sigma Theta Sorority Incorporated

Delta Sigma Pi Professional Business Fraternity

Contact this candidate