Human Resources Resource
Resume:
JANNIS MUSCATO
Boca Raton, FL 33433
ab8klm@r.postjobfree.com
HUMAN RESOURCES EXECUTIVE
Strategic Planning / Legal & Regulatory Compliance / Multi-Sites / Union
Avoidance / JCAHO / Budgets / Performance Improvement / Compensation &
Benefits / Conflict Resolution / HRIS
Broad based HR executive with accomplishments in anticipating and providing
HR solutions to organizational needs. Adept at working with other members
of the senior management team to align staff priorities with broad
corporate strategies. Possess highly advanced executive coaching and staff
mentoring skills. Strengths...
. Guiding organizations through periods of rapid growth
. Finding, developing and retaining talented staff
. Cost effectively attaining compliance with complex rules, regulations
and laws
. Leading turnarounds and performance improvement programs
Currently pursuing MS in Leadership from Palm Beach Atlantic University
(completion in August 2012) with a BS in Organizational Management also
from Palm Beach Atlantic University. I am a member of the Society for Human
Resources Management (SHRM). I am also proficient with many internal HRIS
systems; Kronos and MS Office.
History and Highlights
Chief Human Resource Officer
Health Care District of Palm Beach County
2006 to 2012
Health Care District of Palm Beach County, Palm Springs is a 1,000+-
employee public health system with a hospital, nursing home, aviation
division, trauma program, insurance company, school health program and
retail pharmacy operations. Corporate restructuring led to elimination of
position.
Recruited to lead the innovation and execution all human resource programs
including employee relations, policy development, talent management, change
initiatives, compensation and benefits across multiple healthcare
operations. Managed a $2M+ department budget, and $20 M+ benefit plan
budget. Led 13 reports.
. Overcame a union organization attempt. While visiting the nursing home
during the first month of employment, detected the classic signs of
union activity. Within two weeks, the CEO received a petition from the
SEIU. Launched a counter offensive. Rekindled faith in management.
Defeated the Union by eight votes. When they contested the results
which required a new vote, won by a landslide.
. Modernized HR policies and procedures. Prior to arrival, the District
had five HR executives in the past four years and their policies were
over ten years old. Within one year, revised or developed 65 HR
policies. Placed the policies on the organization's intranet. Developed
and distributed an employee handbook.
. Found and retained "hard-to-find" employees. Each school year would
begin with not enough RN's to staff every school in Palm Beach County.
Developed and implemented new compensation and benefits plans that
discouraged unplanned
turnover and made the District a more competitive employer. Filled
every RN position in every school in Palm Beach County for the first
time in the history of the District and maintained that position ever
since.
. Upgraded administration. In the past, every human resource process was
managed with paper or spreadsheets. After discussions with all HR
personnel, prioritized the most needed systems. Secured an applicant
tracking system, HodesIQ. Negotiated an agreement with the District's
insurance broker to use their electronic benefits administration system
for no additional fees.
. Drove a reorganization. The District Board was holding the system level
CEO accountable for the hospital's performance when there was no direct
reporting relationship. Reorganized the governance and leadership
structure. Transformed a cumbersome organization with two boards, two
finance committees and 25 executives into a one-District structure.
Eliminated the hospitals' finance committee and boards creating direct
accountability and significantly streamlining operations.
. Updated compensation. The District had not evaluated or adjusted their
compensation structure in seven years. Created a job analysis tool that
matched jobs to similar jobs in the geographic market. Developed a new
compensation philosophy and methodology. Won Board approval for
implementation. Improved the District's market standing from 15% to 4%
within one year.
Director of Human Resources - Tenet Healthcare Corporation
1992 to 2006.
Tenet Healthcare Corporation is the nation's 2nd largest for-profit
hospital network with 100,000 employees and 100+ locations.
Cleveland Clinic Hospital
2003 - 2006
Promoted by the CEO to turnaround the Cleveland Clinic's severely troubled
HR operation. Managed a team of six in this 850-employee organization.
. Passed a critical JCAHO survey. Upon arrival at Cleveland Clinic
Hospital, learned that there would be a regulatory survey, JCAHO, in
six months and that HR was unprepared. Garnered the support of all
hospital managers by explaining the problem. Developed a file checklist
that each manager could use to audit their human resource and education
files. Incurred no survey deficiencies.
. Solved hiring and retention problems. The hospital was having
difficulty hiring and retaining professional healthcare providers.
Researched internal data, discovering that the highest turnover rate
was within the first year of employment.
Developed on-the-spot interviewing with hiring managers. Structured on-
boarding process to include department-specific orientation with a
mentor, 60 day retention interviews with HR and senior leader lunch
meetings. Within the first year, increased retention by 5%. Later,
asked by the executive management to present the model to 13 hospitals
in the division.
. Boosted employee satisfaction. When Tenet took over the hospital,
employee satisfaction plummeted. Worked closely with hospital leaders
and managers to identify areas from their employee survey that needed
improvement. Trained the managers to communicate items directly with
their staff to engage them in developing action plans to improve
satisfaction. Led the hospital to earn 5th highest employee
satisfaction rating out of 69 hospitals.
Director of Human Resources
Delray Medical Center Campus
1997 to 2003
Promoted to lead ten HR professionals in support of 2500 employees in
numerous facilities at the Delray Campus.
. Led a consolidation. Tenet operated three facilities on one medical
campus, each with their own human resource function. Planned a phased
approach to consolidate the three HR departments into one. Mounted an
extensive communication campaign to obtain buy-in from leadership.
Built one campus-wide HR Department. Improved and streamlined service
to constituents, cut three full time positions and pared other
expenses.
. Facilitated effective leadership tools. Partnered with CEO and COO to
establish new Manager's Dashboard and employee performance appraisal
based on Quint Studer's Hard Wiring Excellence theories. Enabled
management to build accountability and set goals that aligned with the
five pillars: growth, cost, people, quality, and service.
Earlier with Tenet: From 1992 to 1997, advanced steadily through positions
of greater scope and responsibility of Human Resource Manager (1994 to
1997), Compensation Specialist (1993 to 1994), Employment Specialist (1992
to 1993).
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