Kevin D. Small ***/***-****

Midland, MI ***** ab9x6m@r.postjobfree.com

SUMMARY

Results driven global HR leader with 20+ years experience with Fortune 200 companies in Talent

Acquisition, HR management, and HR generalist roles. 10 yrs in a semiconductor manufacturing

environment and 11 in the Plastics and Chemicals industry. Highly knowledgble in all HR areas, as well

as, business principles and processes. An understanding, innovative leader who has an excellent sense of

teamwork to get results by instilling commitment, trust, fairness, and loyality. Exceptional skills in:

• • •

Global Talent Global HR management HR department startups

Acquisition and acquisitions

• • •

High volume staffing Succession Planning Management

Development

• • •

Workforce Planning Transition Management Vendor selection and

management

• • •

Global policies and Enterprise HRIS system Staff coaching and

procedures launches development

PROFESSIONAL EXPERIENCE

Intel Corporation, Phoneix, Az / Midland, Mi 2012-2013

Global Director-Talent Delivery, 2012 – 2013

Leadership of Intel’s staffing organization with worldwide responsibility for attracting, recruiting, and

hiring talent in support of Intel’s global business requirements.

200 person staffing organization located in ~20 countries with an annual budget responsibility of $6M.

Key accomplishments:

• Provided on-going guidance and leadership to ATS upgrade team. Team was tasked with moving

Intel from Taleo v7.5 to v10.5. A step function change in functionality and user experience

requiring a significant amount of change management for all key user groups.

• Conducted Asia wide development session where actual recuiting challeges were used as case

studies. Creating cross country partnering and procuding actionable hiring strategy game plans.

One game plan allowed us to hire 74 software engineers in China in under 30 days.

• Defined strategy and model to address annual hiring burst capacity challenges. Strategy included

segmentation of functions and roles and definition of optimal organizational model.

• Led effort to consolidate Talent Delivery metrics activities. Measures and metrics were done in

the regions, using inconsistent terms and calculations. Moved metrics to one global platform

using common terminology and measures. Allowed for better visability into performance of

organiation and ability to compare and contrast activities and approaches between geographies.

Dow Corning, Midland, Mi 2009 – 2012

Global Director Talent Acquisition, 2009 – 2012

Responsible for leading the Global Talent Acquisition organization. Manage a geographically dispersed

team of roughly 30 Talent Acquisition professionals. Accountable for the design and implementation of

leading edge recruitment methodologies, processes and tools that contribute to the achievement of the

business goals. Annual hiring of over 1,500 employees.

Key accomplishments:

• Built talent acquisition from ground up. Created a best in class corporate headhunter organization

utilizing state of the art recruitment tools and techniques.

1

Kevin D. Small 989/948-8314

Midland, MI 48640 ab9x6m@r.postjobfree.com

• Led implementation of globally standard recruitment process creating Dow Corning’s first ever

globally consistent recruitment process.

• Led implementation and of launch of Dow Corning’s first ever Applicant Tracking System.

Implementation included development of business case, requirements gathering, RFI and RFP

process, selection of vendor, and facilitation of multi functional launch team. System was

launched on time, within budget, and without major incident.

• Created change management program to assist with transition management associated with

launch of ATS. Plan included in-person and virtual training sessions, on-going post launch “hot

line” and recruiter triage sessions, along with multi-pronged marketing collateral.

• Developed and implemented globally consistent process and effectiveness/efficiency metrics.

Created the ability to consistently measure and review organizational performance and health.

Metrics implemented included: cost per hire, cost avoidance, time to fill, time to accept, quality

of hire, channel ROI, efficiency thru hiring pipe, and user satisfaction.

• Implemented passive recruitment program that resulted in the development of a passive candidate

database in excess of 15,000 potential candidates. Program consisted of extensive use of social

recruiting tools, cold calling, and attendance at key industrial conferences.

• Restructured College Recruiting Program moving from a decentralized, functional driven activity

to a centralized governance model with partnership with functional leads. Restructuring resulted

in a 30% reduction in the number of college campuses visited (US only) and ~$1.5M reduction in

overall cost of college recruiting.

• Personally led the recruitment, offer, and integration process for ~12 Director and above level

hires. Roughly 35% of those were done internally and 65% conducted thru various search firms.

Dow Chemical, Midland, MI 2001- 2009

Global HR Manager – KDOW joint venture, 2009-2009

KDOW was a never launched joint venture between Dow Chemical and Petrochemical Industries of

Kuwait (http://www.bloomberg.com/news/2013-05-07/dow-chemical-gets-2-2-billion-for-canceled-

kuwait-deal.html). Was selected to be member of the HR leadership team for the joint venture. Company

would have had assets on four continents and a workforce of ~6000.

Key accomplishments:

• Was responsible to developing and launching the talent acquisition organization. This included

defining global roles and responsibilities, development of global recruitment process and policies,

development of career site content, identification of ATS vendor and leadership of launch of ATS.

Material, process, and tools were developed, but never launched.

Learning Alignment Leader – Dow Learning Services, 2007 - 2009

Responsible for facilitating the prioritization of learning requests and assesses them against the business

strategy and affordability constraints. Manage commitments around learning development and delivery.

Led a matrixed organization of 18 direct reports and 24 indirect reports.

Key accomplishments:

• As part of the Dow Learning Leadership team, led effort to transform learning at Dow going from

a decentralized, fragmented learning process to a centralized, business/functional aligned learning

organization.

• Key member of implementation team that launched a new enterprise wide Learning Management

System resulting in all non-scientific based training contained on one platform. Savings to Dow

Chemical was projected to be ~$5MM.

• Reduced learning offerings by 30% by elimination of non-value added courses with no link to

business/functional strategy

2

Kevin D. Small 989/948-8314

Midland, MI 48640 ab9x6m@r.postjobfree.com

• Established learning curriculums at all levels of the organization. This allows for visibility into

course load on workforce.

Global Workforce Planning Leader, 2006 - 2007

Responsible for development and implementation of all global policies, processes and special projects

within WFP. Eight direct reports

Key accomplishments:

• Improved the utilization of Dow’s applicant tracking system through streamlining of hiring

process and standardization of process steps. System is now implemented and utilized globally

allowing for global visibility to up-to-date hiring activity. Recognized by vendor as one of few

premier global users of capability

• Established first every global WFP Metrics. Developed 5 key global WFP metrics that establish

the overall status of hiring activity at Dow

• Developed Strategic Staffing Modeler. Working with local university, developed and implemented

a dynamic simulation modeler to conduct scenario planning as part of SHRP process. The product

has been licensed by Dow and has been established as a best in class process for strategic staffing

• Negotiated contract with new local-hiring vendor resulting in a 20% reduction in per hire cost, as

well as, realized resource synergies.

• Developed and implemented a global on-boarding process. Within the first 6mths of launch,

improved on-boarding satisfaction for new hires by 20% and hiring manager satisfaction by 36%

• Implemented “My Dow Network” a US based corporate sponsored social network. Had 5000

active accounts created within the first 90 days – exceeded annual target by 100%. Project was

launched on time and on budget. First corporate social network in Chemical industry.

Workforce Planning Leader North America / Latin America, 2004 – 2006

Responsible for all workforce planning related programs and activities including: Workforce Planning

data and trend analysis (attrition, demographics, etc.), external and internal staffing, New College

Graduate and Co-op programs, and Corporate Succession Planning. Six senior and six junior direct

reports.

Key accomplishments:

• Redesigned the corporate succession planning process moving away from a supply based model

to model focusing on demand for key talent and experience needed to be successful. Enabled

company to have better knowledge of leadership pipeline needs and identification of leadership

gaps.

• Developed and implemented a corporate wide strategic staffing plan. Moved company away from

a decentralized replacement based model to an attrition and demand based forecasted model. This

plan is reconciled by business, function, and geography and is aligned with the budgeting cycle to

enable agreement on affordability

Senior Global HR Business Partner, 2001 – 2004

Senior HR Business Partner for two global plastics businesses supporting 2000 employees worldwide

with combine revenue of 1,400 MM. Responsible for all HR related programs, policies, and procedures.

Employee population is spread roughly 33% Americas, 33% EU, and 33% Pacific.

Key accomplishments:

• Co-led facilitation of Portfolio reorganization effort resulted in 30% reduction in Sales and

Marketing workforce.

3

Kevin D. Small 989/948-8314

Midland, MI 48640 ab9x6m@r.postjobfree.com

• Developed and implemented global workforce composition targets by function for each business.

Enabled business to include composition targets as key element of ongoing succession planning

and strategic long term staffing.

• HR representative of key business divestiture.

• Designed and facilitated global HR Leadership Development Forum. Responsible for the design

and planning of virtual forum that was attended by 145 HR leaders from around the globe.

Intel Corporation 1992-2001

Regional HR Manager EU / PA, 2000 – 2001

HR manager responsible for all HRD related activities for 1400 person Information Technology

organization for the Asian and European geographic regions, 13 geographic locations throughout Asia and

Europe. 2 direct reports. One in England and one in the Philippines.

Regional HR Manager – Asia, 1999 - 2000

Greater Asia Regional HR manger responsible for all regional HR and workforce development related

activities for 800 person Information Technology organization with 7 geographic locations throughout

Asia.

Startup Human Resource Development Manager, 1997 - 1999

Expat HRD Manager of 8 person department. Responsible for the development and implementation of

HR policies, procedures, and systems across two-factory Greenfield site

Human Resource Development Representative, 1992 – 1997

HRDR for 700 person manufacturing organization at New Mexico site. Provided staff level organizational

development work, management development, performance management, and succession planning for

entire organization.

EDUCATION

Master Degree Labor and Industrial Relations Michigan State University East Lansing, MI

Emphasis in Employment Law

Bachelor Degree in Communications Michigan State University East Lansing, MI

Emphasis in Employee Communications

RECOGNITION

• Corporate recognition for global implementation of enterprise wide Applicant Tracking System

• Functional recognition award for implementation of global onboarding process

• Corporate recognition for implementation of corporate wide Performance Management system

• Special recognition award for divestiture work

• Divisional recognition award for participation in the successful staffing of factory ramp

• Divisional recognition award for implementation of the Annual Performance Evaluation process

at Costa Rica Greenfield site

• Divisional recognition award for implementation of the Annual Performance Evaluation process

at newly acquired site

4

Kevin D. Small 989/948-8314

Midland, MI 48640 ab9x6m@r.postjobfree.com

• Factory recognition award for implementation of Peer Feedback system for 900-person factory

with 100% participation rate

• Site recognition award for participation in implementation and communication of payday switch

program.

5

Contact this candidate