Management Manager

L. MARIA LOFTON, SPHR

**** ********** ****. **, ***********, AR 72712

Contact: 479-***-**** E-mail: ***********@*****.***

Human Resource Business Partner

Strategic thinker who anticipates needs, recognizes unexplored

opportunities, and brings creativity to problem solving. Through

collaborative efforts, serve as a strategic partner with the business

leadership team to deliver services and programs that drive maximum

organizational performance. Drive engagement initiatives and practices

for individual and organizational success by focusing on customers, the

systems and environment they interface with, and by integrating the

business vision and mission in solutions and interventions provided. .Act

as consultant to leaders on complex employee relations issues and promote

strong employee advocacy while balancing the needs of the business.

Assess and anticipate HR-related needs and proactively develop integrated

solutions. Skilled at designing and implementing holistic human capital

management intervention and strategies that enhance organizational

effectiveness, drive culture, engagement, and ownership, and create a

pipeline of world class leaders, technical subject matter experts, and high

performance workforce team members.

Top of Form Gifted at Building Relationships with

Strategic Planning, Talent Management, Wide Range of People - Team Members,

Leadership and Management Development, Middle and Senior Leaders

Talent Acquisition Processes

HR Project Identification, Planning, Proficiency in Human Resource Practices,

Implementation, Sustainability Policies, and Legal Requirements

Adept at Transforming Organization's Greenbelt, DDI, Right Path, Crucial

Approach to Talent Management Conversations, Achieve Global, GE

Workout, Leadership Challenge

Facilitation Certification

THE CLOROX COMPANY ? ROGERS, AR

Strategic Change Leader

July 2012 - Current

Division Human Resource Manager - GLAD and Planning Services

April 2008 - June 2012

SR. Human Resource Manager - Client Services

September 2005 - April 2008

Business: Global supply chain of consumer goods products -Sales 1.3B -

Division client group- 2000 employees (managers and hourly associates),

product supply client group - 6000 employees (managers and hourly

associate(s); GLAD talent pool: 1000+ salaried and hourly; Centralized

Planning Organization: 100+ salaried employees

Human Resource Business Partner for Glad Operating Division and centralized

Corporate Planning Function. Provide corporate field integration

activities to help clients set overall direction for HR strategy and

tactical work to meet key business metrics. Provide organizational

effectiveness expertise to gather feedback from senior leaders on talent

needs and gaps and collaboratively build solid plans to optimize people

resources, develop skills, foster talent development and manage execution

through communication, change management, resource identification and

partnerships with local HR teams to deliver objectives. Plan and drive

cross-functional strategies and challenge the process to impact continuous

improvement. Manage internal and external resources to design, develop,

and deliver executive and senior management individual and group coaching

sessions. Framework includes implementation, communication, development,

and change plan for roll out and mentorship of site/division leaders. Lead

organizational design/development activities for workforce transformation

of hourly production operating teams and leadership profile from

traditional management-led to participative/empowered work environment.

Facilitate strategy, process, people, structure, and reward

initiative/program development, renewal and execution. Analyze and react

to HR "value metrics" to identify indicators of culture movement. Serve as

Project Manager for implementation of corporate LMS system to Product

Supply field hourly and salaried team members (3000+).

Actions and Significant Results:

. Responsible for design and implementation of organizational

transformation tools including strategy development playbook,

organizational and individual assessment tools, change management and

communication planning, and culture and engagement approach and

action planning execution .

. Led execution of organizational design/effectiveness roadmap, tools,

and change activities for supply chain support and US manufacturing

sites to deliver business results while engaging and empowering the

workforce team members resulting in 30% improvement in Dennison

culture survey results and 50% improvement in regrettable turnover,

and successfully met key business performance indicators

. Facilitated alignment of multi-site culture plans with strategic

business initiatives, ownership outside of leadership/management group

for decision making in safety, quality, productivity, technical, and

people areas to the appropriate level of the organization which

resulted in positive impact on key business performance indicators -

IRR - .85, 20% reduction in consumer complaints, operating efficiency

- 65% to 85% in 24 months, labor spend reductions - 1.6M. FY12 - Gold

performance.

. Directed redesign of major aspects of management and HR

infrastructures to create and sustain identified culture for client

businesses. (Ie HR guidelines, staffing/recruitment, performance

management, communication and development systems). Reduced ER cases

by 25%, improved engagement survey quadrant by 30%.

. Strategic project lead for executive, senior leadership, and mid-level

management succession planning and talent management process for

Product Supply Organization (900+ salaried employees). Moved from 70%

external placement to 20% external/80% internal pipeline moves.

. Led transformation of training and development system from central

focus on technical skills to L&D strategy encompassing holistic

approach to employee development (business, people, and technical

learning areas). Work included needs and gap analysis, intervention

strategy identification, and introduction/implementation of "Goal

Oriented" learning. Designed and implemented blended learning

approach, strategy, stakeholder and change management for team and

leadership training initiatives for all levels of the organization.

Resulted in 40% improvement in trainee to operator ramp up time while

positively affecting operating metrics mentioned above.

. Project lead for SAP organizational management and portal

functionality project for 3000+ hourly employees. Led technical and

functional implementation team (10+) thru business blueprint, design,

technical programming, training, and change management and support

implementation of employee self-service via HR portal service

expansion. HR salaried support reduction - 20%.

. Leading organizational design/change management activities for

Forecast to Stock "World Class Operations" journey.

Additional focus: Manage 4 HR/L&D professional resources, 2 admin and 6

hourly team members

DUNLOP-SLAZENGER GROUP OF AMERICA ? WESTMINSTER, SC

Director - Human Resource/Organizational Development

May 2002 - September 2005

Business: North American division of sporting goods marketing,

manufacturing, and distribution operations 800 non-union personnel in

South Carolina, Canada, and Mexico

Served as Human Resource leader for North American operations which

included Research and Development, Marketing and Sales, Operations,

Distribution, and Logistics areas. Led HR team through implementation of

corporate policy and procedures creation and/or renewal to assure

compliance with federal and state regulations as well as provide a

consistent guideline for management and supervisory personnel to assure

fair, equitable, and legal treatment to all employees within North America.

Key work included organizational, human resource, and business turn-

around strategy development and implementation, managing rapid change from

traditional human resource and training organization, work design and

implementation of High Performance Work Team strategy while bringing lean

technology approaches to managing the business. Developed and implemented

leadership and change management roadmap to lead and drive business process

changes to "wire in" business coals with culture and performance management

systems. Led design and management of NA compensation and benefit

programs to include plan design, implementation, and execution of benefit

change to full self-service Flex benefit program saving approximately $1.5K

thru package modifications.

Actions and Significant Results:

. Skill roadmap and curriculum development resulted in key business

performance indicator improvement - Safety, Quality, Customer Service,

Productivity, Organizational, People, and Innovation work streams met

or exceeded goals year over year

. Developed HPWS organizational model which includes skills matrix and

supporting training skills blocks integrated with compensation plan

and competency based training initiative. Integrated competency based

training program with manufacturing organizational strategic

initiatives to provide flexible work resources within organization.

Improved training ramp up time by 30% and enabled rapid start up of

additional technology lines to meet customer demands for product.

. Learning and Development group moved from "push" to "pull" customer

service environment while initiating technical, business, and people

skill curricula for all levels of the organization

. Structure change of operational unit management from traditional

Business Unit structure to Process Team leadership concept with high

performance work cells - 20% reduction in salaried overhead spend.

. Initiated Performance management, succession planning, and talent

review to provide developmental opportunities for high potential

talent - individual and team development plans.80% internal fill rate.

. Served as core team leader for transitioning US custom logo operations

to Juarez, Mexico facility which includes HPWS and training

implementation as well as integrating current OD operational strategy

for green-field site.

. Strategic redesign of recruitment and selection processes resulted in

turnover reduction - 40% with ability to increase operating team

member numbers by 20% in 6 month talent build period.

Additional Focus: Managed HR staff of 6, T&D team of 5, 4 shift

manufacturing management representatives, and 32 hourly production

associates.

ARMSTRONG WORLD INDUSTRIES ? JACKSON, MS

Human Resource/Organizational Effectiveness Manager

March 2000 - May 2002

Business: Division of Fortune 500 global leader in the design and

manufacture of floors, ceilings, and cabinets - 200 union personnel

Managed change from traditional workforce to team-based organizational

structure in union environment introduced process improvements and

implemented organizational effectiveness initiatives designed to actively

engage all employees in managing and growing the business. Challenged the

organization to use new methods, techniques, and approaches to operating

business successfully and connecting employees with operational goals and

objectives

Actions and Significant Results:

. Served on ISO 9001:2000 leadership and steering team to promote and

assure integration of ISO fundamentals into current quality system.

Refocused training documents and efforts to meet ISO standards which

was incorporated into training plans for all levels of the

organization.

. Provided facilitation support to manage change to principle based

safety process to meet objectives of zero damage to people, the plant,

and the environment. Resulting efforts in safety initiatives included

$200k reduction in WC expense, 10% reduction in both OSHA incident

rate and lost work day rate with successful divisional safety audit

for 2001.

. Provided leadership support and process facilitation for schedule

compliance and fill rate programs which resulted in 25% improvement in

plant schedule compliance.

. Implemented scrap, downtime, and process speed visual management

initiatives to drive reduction to cost structure resulting in 15%

productivity improvement. Provided HR/OE support to develop and

implement cost saving measures to meet and exceed period and direct

cost budgets.

. Facilitated organizational change initiatives to drive improvement to

manufacturing management systems. Work includes introduction and

implementation of visual factory methodology, process audit

initiatives, introduction of new products/manufacturing processes

through full potential startup strategies, employee recognition

realignment, employee roundtable communication meetings, and kaizen

problem solving events.

Additional Focus: Directly supervise Safety Coordinator and Environmental

Manager.

YORK International ? HATTIESBURG, MS

Human Resource Manager

1994-2000

Bachelor of Arts with Concentration in Political Science, University of

Southern Mississippi - 1986

MBA Studies - 18 hours completed

Certified Greenbelt - York International

SPHR - Senior Professional in Human Resources Certification Human

Resources Certification Institute

Trail Blazing/GE Workout Facilitator, Armstrong World Industries

DDI Facilitator

Achieve Global Facilitator

GE Workout Process Facilitator

Leadership Challenge Facilitator

Right Path Facilitator

Vital Smarts - Crucial Conversations Facilitator

PROFILE

FUNCTIONAL STRENGTHS

EDUCATION

CERTIFICATIONS

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