Human Resource Resources

Ginny Sullivan

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

**** ********* ***** 651-***-****-H

Woodbury, MN 55125 651-***-****-C

HUMAN RESOURCE EXECUTIVE

Leveraging talent to drive business results

Human Resource Executive with extensive expertise in helping organizations

develop top leaders, build bench strength, and embed evidence-based

tactics that provide sustainable outcomes for the organization and generate

best practices that accelerate performance and results. Executive

responsibility in multiple industries brings leadership versatility and

practice in system wide solutions that include strategy development,

implementation plans, and change management initiatives. Strong team

leader who models persistence and adaptability in ambiguous and changing

environments. Key areas of expertise include:

Executive Development Succession Planning Executive Total Rewards

Board Driven Initiatives Strategy Development System & Process

Redesign

Change Management Labor/Employee Relations Organizational

Development

HR Technology Team Development Talent Management

PROFESSIONAL EXPERIENCE

HEALTHEAST CARE SYSTEM, St. Paul, MN 1999-2012

Vice President, Human Resources

HR Executive Leader for system with 7,000 employees, 250 employed

physicians, and 2,000 affiliated medical staff. The system includes four

hospitals, 14 clinics, outpatient and ambulatory services. Member of

System Leadership Team made up of system executive and site CEO's, charged

with designing and driving strategic plan and initiatives. Led OD/HRD,

compensation, benefits, HRIS, and site HR Directors. Managed a team of 10

HR Directors and 60 indirect staff.

. Participated in a 5-year initiative to reduce operating expenses by 30

million, achieved all systems targets for expense and operating margin

goals set by the board.

. Redesigned business model and organizational structure to respond to

healthcare reform and changing industry dynamics.

o Environmental assessment

o Healthcare reform impact

o Potential operating models

. In partnership with the CEO and COO, developed a 5-7 year plan for

executives nearing retirement age. This included developing new position

blueprints, individual succession plans and the critical review of

options for internal talent readiness.

. Facilitated the opening of a new hospital recognized for its unique care

model designed in partnership with the Nursing Leaders, CNO and HR

Executive.

o Developed a holistic-care competency assessment tool developed in

collaboration with the University of Chicago.

o Defended against seven unions' attempts to organize through

creating an environment of trust, transparency, and credible

communications.

o Attracted and selected staff to match the mission of the

organization and embraced the unique culture and design of the care

model. This hospital went on to be recognized for its high quality

care outcomes, and the engagement of its staff (Picker, Gallup, and

CMS).

. Led design and delivery of all talent management strategies, including

high potential leadership development, talent assessment, bi-annual

talent review process and succession planning. This ensured creation of

internal bench strength and pipelines for system talent management.

. Led design and delivery of all total reward plans, including: management

incentive, physician quality incentive, staff goal sharing, and

executive/physician non-qualified plans.

. Led a process to redesign the total remuneration package for executives

and physicians. The process was driven by the board and included

partnership with 2 consulting firms.

ALLINA HEALTH SYSTEM, Minneapolis, MN 1994-1999

Vice President, Human Resources Practice, 1996-1999

Human Resource Operations Leader for Medica Health Plans, Corporate Office

and Health Service divisions. Led system-wide service groups, including

Human Resource Development, Organizational Development and Career Services.

Managed a staff of 8 direct and 25 indirect reports in the areas of

business model redesign, organizational entity and governance, and

executive development.

. Designed and delivered two executive group development experiences,

introducing an action-learning model that led to implementation of three

significant strategic initiatives in the areas of business model

redesign, organizational entity and governance, and executive

development.

. Provided project management and HR leadership in the implementation of a

market business segment strategy. This process resulted in the

redeployment of $150 million of corporate services into two divisions.

Designed a process for division leaders to evaluate services, resulting

in a $24 million reduction in corporate expenses for FY 2000.

Director of Human Resources, Medica Health Plans, 1994-1996

Member of senior management leadership team responsible for development of

department infrastructure and managed development of internal programs and

services previously delivered by United Healthcare - including position

descriptions, policies, employee and manager handbooks, and orientation

program. Led a team of five generalists, recruiters and support staff.

. Developed a strategic plan to deliver on business issues of consistent

service standards and improved performance coaching. The plan included

development of competencies, profiles, and aligned incentive programs. A

three-year training and development plan included performance management,

conflict resolution and coaching skills.

. Successfully led a cross-functional team of leaders in the development of

a burden-of-illness model. The final report resulted in implementation

of several health improvement initiatives for employees and was

subsequently implemented for two key customer groups.

ITT CONSUMER FINANCE, Minneapolis, MN 1990-1994

Director, Human Resources

Led a team of 8 direct reports and 50 indirect staff in the areas of

compensation, benefits, HRIS, HRD, and regional operations.

. Designed new office prototype, including work analysis, job design,

staffing levels, interdepartmental sales/service handoffs, base

compensation and commission plans to deliver projected sales targets and

profit margins.

. Centralized Human Resource Generalist staff in Minneapolis and Atlanta.

Led Human Resource team to accomplish merger, with San Francisco

division. Following merger managed Human Resource staff in San

Francisco, Atlanta and Minneapolis in the delivery of all Human Resource

functions.

. Designed incentive, retention and severance plans to manage employees and

meet performance targets during sale of organization. Proposed and

managed reserve funds of $73 million.

Manager, Compensation

Responsible for designing base, commission and incentive programs for

national sales and service organization. Managed staff of 30 employees in

compensation, benefits and HRIS departments.

BACHMAN'S, INC., Minneapolis, MN 1988-1990

Manager, Compensation and Benefits

Accountable for program design and delivery of self-insured medical, dental

and workers' compensation programs. Managed profit sharing and thrift

plans for Bachman's and Department 56 employees. Managed staff in

compensation, benefits, workers' compensation and HRIS. Co-led

negotiations for Teamsters' contract settlement.

ALLINA HEALTH SYSTEM, Minnetonka, MN 1981-1987

Manager, Compensation - United Hospital, 1986-1987

Human Resource Generalist - Metropolitan Medical Center, 1981-1986

EDUCATION

MINNESOTA STATE UNIVERSITY, Mankato, MN

Bachelor of Science, Business Administration, marketing and management

ST. CATHERINE UNIVERSITY, St. Paul, MN

Organizational Development Certificate

COMMUNITY

Board Member, Catholic Spirit

Volunteer Mentor, Menttium 100

Past Board Member

Workforce Solutions, Youth Trust, Employee and Labor Relations Council of

TCPA, MHA Workforce Planning

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