Human Resources Manager

Wanda Huff

HR LEADER AND BUSINESS PARTNER

*********@**.*** - 972-***-****

Proven Human Resources Leader and Business Partner with strengths in the areas of driving large

scale, organizational change initiatives, building HR teams, Performance management systems,

compensation, benefits, and Organizational Development. Key performance enablers include:

• Repositioning of HR Function

• HRIS Implementation / Integration

• Immigration

• Business Unit Integration / Acquisitions

• Coaching - front line through Executive

• Manufacturing/Engineering/Sales Environments

• Compensation / Benefits/Payroll

• Employee & Organizational Development

• Safety / Workers Comp / FMLA

• Training Programs

WORK EXPERIENCE

Human Resource Manager

SMS InfoComm Corporation - September 2012 to June 2013

Responsible for all functional responsibilities of HR to include but not limited to; Benefits,

Compensation, HRIS, Payroll, Visa's, Training, Workers Compensation, and FMLA. Additionally,

responsible for Facility Support and Physical Security. Interfaced with broker to select and roll out

new Benefit Plan that would allow more participation for lower paid employee base

• Restructured 401k and PTO plans to be more competitive with market

• Using Employee of Month program as spring board rolled out quarterly luncheons with GM,

Deputy GM, EOM's and nominees to increase employee involvement and identify culture issues

that could be improved to minimize turn-over

• Created and implemented Internal Job Posting and Referral Program

• Created audit tool and audited internal HR practices, identified risks and recommended risk

mitigation plan

• Managed payroll coordinator, recruiter/generalist, clerk responsible for supporting more than

650 regular and temporary employees

• Interface / coordination of three on-site temp agency representatives responsible for more than

350 long-term, contract employees

• Created and implemented internal applicant tracking methodology to identify root cause and

eventual improvement to employee turn-over

• Conducted due diligence, identified and negotiated, through contract stage, two (2) new

temporary agencies to bring on-site for ramp-up

Human Resources MANAGER/DIRECTOR

FutureTalk Telecommunications - February 2005 to September 2012

Designed, delivered, and evaluated the effectiveness of HR programs and services for

approximately 350 field employees and headquarter employees through a matrix network

• Established the HR department and managed wage, benefits, staffing, disability programs

workers' compensation, safety program and payroll

• Created a recruitment/orientation/training process that improved profitability through

significant reductions in cost-per-hire and turn-over

• Mitigated company risk through internal auditing of HR. Created implemented and managed

corrective action plan to improve existing practices, controls, processes and procedures

• Significant cost savings of avoidance in fines, fees and back pay through identification

and correction of erroneous, missing and/or expired I9's, back pay due to inaccurate FLSA

classification and insufficient COBRA and FMLA administration

• Designed and authored training curriculum guides and user manuals to include but not limited

to; I-9, FMLA, Workers Comp, Performance Appraisals, Sexual Harassment Avoidance, Supervisor

Toolkit, Effective Communication Skills, etc.

Human Resources Manager II (Senior Level Mgr)

RAYTHEON - March 2000 to February 2005

Drove functional assessment and redesign of HR to best support matrix organizational structure

• Managed a team of 6 HR professionals who supported more than 2,500 employees in multiple

states

• During transition of leadership team, took on key roles and responsibilities in addition to

supporting the largest program in Texas along with functional support groups and acted as

Compensation Manager for Space and Airborne Business Unit

• Investigated sensitive employee relations issues; received recognition for "best practices" in

coaching, counseling managers and employees

• Created and managed a compensation team that addressed major compensation issues

of process improvements, budget alignment and tracking, and pay differentiation for largest

business unit in Texas.

• Created and implemented Change Management Plan to provide a framework for the challenging

task of transition exiting Texas Instruments employee population of more than 2,000 to Raytheon

REGIONAL HR DIRECTOR

MARKETING SPECIALIST SALES COMPANY (MSSC) - 1996 to March 2000

Directed and delivered Human Resources services for field employee population of 1700 in 12

branch offices across more than 12 states inclusive of California

• Created centralized Benefits Call Center

• Provided direct management and oversight to HR staff of 4 and indirect management/oversight

to remote office managers

• Established HR as a value contributing function to enable business performance and practices

• Launched new people programs and introduced change management tools to key stakeholders

• Original key team member of core human resources team that conducted due diligence,

monitored and provided for growth of employee population from 1000 to more than 6000 in

approximately 6 years

Employee and Organizational Internal Consultant / Facilitator

Texas Instruments - 1987 to 1996

Internal employee and organizational consultant and coach to senior management and

department leaders regarding people and organizational issues including; design and

implementation of environmental assessments, organizational transformation change forums,

organizational design, goal setting, employee development, recognition, reward and retention,

behaviorally anchored rating systems, employee surveys, technical process mapping and process

improvement facilitation

• Subject Matter Expert (SME) for organizational and individual assessment methodology and

tools (including interpretation, debriefings and reporting); used data for developmental purposes

and leadership pipeline planning

• Partnered with business leaders and HR leaders to drive successful Talent Review processes,

succession plans, and developmental plans for their respective organizations

• Managed $1.5 million dollar training budget allocation. Created and conducted training

assessments, needs, job aids, and made make/buy decisions regarding training

• Created and ultimately received management buy in for strategic road map to transition solar

development program from R&D into pilot line production. Managed large-scale change initiatives

as R&D program moved into production and ultimately sold-off with local shutdown.

EDUCATION

B.S. in Business and Human Relations

Amber University

ADDITIONAL INFORMATION

COMPUTER SKILLS Ceridian, ADP, PeopleSoft, Oracle, SAP, Paycom, Cognos, Photoshop, Outlook,

Microsoft Office, Access, Word, PowerPoint, Excel, Project, Lotus Notes, iMovie, iPhoto, PC and Mac

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