Human Resources Manager

Clemont L. Johnson

**** ********** ***

Duluth, Georgia 30097

Cell PH: 678-***-****

Home PH: 770-***-****

************@***.***

OBJECTIVE

A key leadership position leveraging my skills and capabilities in Human

Resources Management, Employee & Labor Relations Management, Talent

Management & Organizational Development in order to:

. Develop/Direct HR strategies aligned with

organizational goals and objectives to ensure growth,

improved productivity and profitability.

. Design/Execute innovative solutions to minimize risk

and exposure.

. Build trust and create open dialogue with union/non-

union employees to maximize performance.

. Initiate/Implement processes, programs and systems aimed at attracting,

retaining and developing talent.

QUALIFICATIONS

Human Resources Management

Multi-Site Management

Strategic/Succession Planning

Performance Management

Wage/Compensation/Benefits

Consulting/Problem Solving

Employee Relations Mgmt

Labor Relations Management

Talent Management

OFCCP/EEOC/FMLA/ADA

Contract Administration

Union Negotiations

Organizational Development

Change Management

Executive Coaching

M&A/Business Transformation

Talent Acquisition/Recruiting

Lead/Motivate/Mentor/Train

EXPERIENCE

President/Franchise owner

HR Business Solutions, LLC d/b/a Snelling Staffing Services

2008- Pres.

Senior Vice President, Human Resources/Corporate Officer

2007- 2008

Vice President, Human Resources 2003- 2007

Director, Human Resources 2000- 2003

Lucent Technologies/OFS, (A Furukawa Company)

Senior Human Resources Consultant/Labor Relations Consultant, Exxon/Mobil

E&P 1997 - 2000

Manager Human Resources, Mobil Marketing and Refining 1996 - 1997

Senior Human Resources Manager/Advisor, Mobil E&P 1994 - 1996

Manager, Employee Relations, Mobil Chemical 1993 - 1994

Senior Employee Relations Manager/Advisor, Mobil E&P 1988 - 1993

Exxon/Mobil Corporation, TX

Regional Manager, Employee Relations 1985 - 1988

International Paper Company, TX

EDUCATION, PROFESSIONAL and CIVIC

Masters of Business Administration

(completed course work)

University Southern Mississippi, MS

Bachelor of Science, Business Administration, Concentration: Accounting

Alcorn State University, MS

Organizational Development (OD) Certification

Memberships and Associations

Board of Directors:

SHRM Atlanta

Junior Achievement

Snelling Strategic

Advisory Committee

NAAAHR

Chair: United Way

Sponsor/Author: Quarterly global newsletter

ACHIEVEMENTS

Human Resources Management

Managed human resources function for $.5 billion company. Oversaw HR

operations in 8 countries; developed and administered $60 million budget;

directed 16; coached senior leadership on HR issues; served as point of

contact during due diligence phase of sale of Lucent to Furukawa;

designed/implemented total HR infrastructure for acquirer's new company,

OFS; scaled HR processes, systems and programs to match smaller revenue

company; instituted broad banding system for compensation; leveraged best

practices; set salary administration guidelines; benchmarked recruiting

practices; initiated online surveys; represented company at compliance

proceedings; created executive development leadership program. Results:

Created new HR system for Start-up Company; saved $.4 million by minimizing

use of external consultants.

Sold union on need to reduce benefits costs in order for business to

survive. Analyzed VEBA trust fund; recognized potential shortfall due to

early retirements/layoffs; targeted 3 areas for reductions; devised

strategy to gain union buy-in; benchmarked data on trends in healthcare and

pensions; presented financial state of business; entered negotiations;

proposed/negotiated buyout of retiree medical, cost sharing for active

employee medical/dental and change from defined benefit plan (DBP) to cash

balance plan (CBP). Results: Saved lifetime $50 million from buyout

helping company meet short-term financial goals; saved $6 million over 3

years for active employees; saved lifetime $30 million eliminating DBP;

provided employees portable CBP.

Formulated/Executed 2 critical strategies to retain key employees following

demoralizing downsizing of 3,000+. Benchmarked incentive plans;

implemented shot-term incentive plan (STIP) for all employees; established

target payout at 8% based on meeting/exceeding financial performance

objectives and productivity metrics; communicated monthly status reports;

instituted long-term incentive plan (LTIP) for top performers; set annual

payout from 25% to 50% of base salary. Results: Implemented robust

employee retention program; reduced turnover from 14.8% to 4.6%; improved

morale, performance and productivity.

Reengineered recruiting/job posting system/process and eliminated costs

from HR budget. Hired recruiting firm to review applicant flow for flat

monthly fee; linked firm into internal HRIS (network electronic

recruiting/job posting system); enabled department managers to post on

network and shifted cost associated with interviewing onto each hiring

department; trained managers on interviewing techniques; eliminated 2

positions; purchased right to post jobs on Monster. Results: Saved $.2+

million in overhead annually; improved efficiency 25+%.

Employee/Labor Relations Management

Spearheaded counter-measures to prevent unionizing of largest revenue

producing facilities after initial card signing of 80% in favor of

organizing union. Devised strategy and 60-day plan/schedule to convince

employees of no need for third party to intercede with management; led

campaign; met with every employee on each shift; identified issues;

incorporated comprehensive solutions to address issues; established

Employee Advocacy Committee (EAC) charged with having open dialogue with

leadership to air issues and create open-door environment. Results:

Company achieved major victory by winning election by vote of 70% against

unionizing; company avoided ~$2 million dollars in union start-up costs.

Transformed Germany's work policy of 5-day workweek to 24/7 schedule at

optical cable production plant. Built business case based on need/shortage

in capacity; understood government controlled/sanctioned work hours; led

discussions with ruling body, International Works Council; presented plan

to upgrade/increase equipment and provide quarterly bonus program based on

on-time delivery. Results: Overcame unprecedented policy; improve

production output 35%; facility achieved financial goals.

Initiated rewards and recognition initiatives to honor employees making

cost saving or revenue generating ideas over and above budget. Needed to

inspire employees to invest more in company by sharing ideas to boost

bottom line; established and promoted "Spot Award" program providing at

minimum $500 to maximum of $10,000 per implemented suggestion with payments

grossed up and recognition plaque noting achievement. Results: Awarded $2

million dollars to 50 employees; produced $20+ million in revenue

generating and cost saving ideas; facilitated "out of the box" thinking;

created revitalized energy throughout company.

Ensured 10,000+ terminated employees treated with dignity and respect after

merger of Mobil and Exxon. Served as liaison between company and

outplacement firm; made presentations to new groups coming through

outplacement center e.g. benefit entitlements and introduction to

outplacement process; initiated changes to ensure center met needs of

impacted individuals; facilitated career fairs for local companies.

Results: Successfully completed 1-year transition with zero formal

complaints.

Organizational Development

Led downsizing for 3000+ employees globally. Visited all locations, US,

Europe, Asia and South America; communicated process to all employees

before, during and after process; managed $78 million budget; established

severance program; developed separation packages; designed outplacement

strategy; negotiated with firms; conducted internal adverse impacts;

evaluated skill sets of employees looking forward; ensured surviving staff

fit into new model; coached retained managers/leaders through process;

instituted open-door policy. Results: Saved ~$.3 million in legal fees;

avoided lawsuits; enabled remaining organization to move forward with

positive work environment.

Developed "Line of Sight Survey" to check temperature of organization and

alignment with strategic direction. Designed for online access; provided

paper copies to employees without computer access; asked 4 yes/no

questions. Results: Initial survey received 96% response rate from 1000+

employees; scored 87% favorable rating showing employees fully engaged in

jobs and satisfied with company direction.

Combined 2 organizations into $.5 billion joint venture as sole HR leader

for Exxon Mobil alongside HR leader from BP Shell. Designed/Implemented

selection process to provide employees equal consideration during 600

person reduction in force; developed HR processes and systems e.g. salary

administration and performance management prior to start- up date; was key

in selection of HR staff to run organization. Results: Completed with no

lawsuits; infrastructure enabled company to initiate business on day 1; JV

still very profitable today.

Implemented Early Career Development Program to improve contribution of new

engineers within first 3 years of hire. Held focus groups with

new/experienced engineers and managers; conducted needs assessments;

analyzed downtime due to gaps in learning; assessed cost for accelerated

training for 15 engineers at $.4 million; created structured program to

include on-the-job and classroom training. Results: Accelerated growth;

reduced time be fully productive by 50%; enabled organization to better

assess individual potential/talent and direct to assignments utilizing

optimal capabilities.

Talent Acquisition

Purchased, and start up a Staffing Franchise (Snelling Staffing Services).

Fully implemented with all

necessary resources and tools to ensure success. Results: Ranked 20 of 200

Franchise within the first three years.

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