Manager Human Resources

WILLIS S. GOODENOUGH - PHR

Cell 360-***-**** ***********@*****.***

*** ******** **, **** ********, WA 98368

Career Objective

Obtain a Human Resource Leadership position with a progressive organization where my experience in

providing quality Human Resource management services will positively affect the recruitment, process/policy

improvement, employee relations, development and continuous improvement objectives and cost control adding

value to their customers.

Summary

Versatile, accomplished leader offering 15+ years' HR experience/25 manufacturing experience leading operational,

organizational development, safety, change management and human resources initiatives that support strategic business

results and link human assets to business outcomes. Possess broad knowledge of HR in a variety of sectors including

union and non-union environments and Fortune 500 companies with a large number of exempt/non-exempt employees.

Proactive leader who brings credibility to the function through personal integrity, leadership, accountability and

professional expertise. Characterized as a natural leader, skilled in driving initiatives to build organizational infrastructure

in established or turnaround business teams and collaborating with business leaders to deliver measurable results.

Recognized for exceeding recruitment objectives by leading high-growth organizations to attract and retain top talent.

Adept at identifying, advocating, and executing cost control initiatives. (Able to relocate).

Hands on leader with “walking the floor” philosophy to build proactive relationships.

Expertise in:

•Operations/Lean Management •Training & Development •Employee Relations/Involvement

•Compensation/Benefit Design •Grievance/Compliance •Policy Design & Administration

•Recruiting/Succession planning •Performance Management •Cost/Budget Control

Professional Experience

Port Townsend Paper Company – Port Townsend, WA 2013 - Present

Director Human Resources

Sets strategic policies and direction in support of the company’s business goals and objectives. Areas of

strategic impact include organization development, labor relations, compensation, training, health and safety,

benefits, public affairs, and human resources planning. Acts as the company FSO assuring facility adheres to

MARSEC guidelines (Have TWIC card).

Rock Tenn – Battle Creek, MI 2011 – 2013

HR Manager

Implements facility policies and direction in support of the company’s business goals and objectives. Areas of

strategic impact include organization development, labor relations, compensation, training, health and safety,

benefits, public affairs, and human resources planning. Reduced grievances by 70% in 2011.

PPG Industries – Greensboro, NC 2010 – 2011

HR Manager (interim Plant Manager since Jan 2011) – Business partner for a 100+ non-union employee powder

paint manufacturing facility as well as a satellite product development site.

• Assessed and implemented change initiatives:

o Improved SSLP (waste) from 2.5% to 1.3% in the first six months.

o Restructured the new hire process to use a Casual Workforce for 30% of the non-skilled positions.

o Assisted Operations in improving OEE 7% in the first six months by implementing new employee hand book

including attendance changes, performance expectations, skills training and organizational changes to assure

the correct people are in the correct positions.

• Co-Developed a Corporate Union Prevention Program.

Renew Paper – St. Francisville, LA 2009 – 2010 (Company went bankrupt and closed)

HR/Operations Manager - Brought to St. Francisville (A pulp and paper facility which had been down 2.5 years) to

reorganize the site leadership team to assure they were working as business partners, environmental stewards and safety

advocates. Conducted extensive analysis of existing organization and developed metrics to develop and track

cost/operational improvements.

Verso Paper (formerly International Papers/Champion Papers) Bucksport, ME

June 2008 to Sept 2009 (Left Company due to major decline in business and cuts in wages/benefits - Recruited by

Renew)

HR Manager - 80 year old pulp and paper facility. Reported to the Plant Manager. Transformed HR from an

administrative role to a strategic partner, including working with senior management to drive key business and implement

performance initiatives. Developed the entire HR team into “Facilitators” to support operations and maintenance groups to

assure business assignments and continuous improvement groups had stable and consistent process guidelines.

• Managed all labor for a 760 employee pulp and paper facility in Bucksport, ME.

o Four Unions (USW, OPEIU, IBEW, IAM) with five locals.

o Grievances reduced from an average of 150-160 per year to 40 per year due to much improved communication

and training leadership on issue resolution.

• Support Management lead team in day to day activities.

o Facilitates group through issue resolution.

o Drives all non-operational cost savings events for the facility.

Reduced Workers Compensation costs and lost days by 54% in the fist five months of 2009 compared to the first five

months of 2008 ($210,000.00).

• Assesses and drives OD initiatives in all departments of the facility.

o Led the process to determine and deliver “self direction” in the Finishing/Shipping department including

assessing leadership capabilities and delivering leadership training.

• Lead/Co-led multiple corporate improvement teams such as benefits programs, maintenance reliability, continuous

improvement for support departments and labor strategy.

• Assessed and delivered new “Front Line” leadership process to assure leadership has written and clear expectations.

o Safety and housekeeping efforts improved with involvement of front line leadership improving from 32%

involvement to 89%.

o Resulted in being certified FDA approved on our #1 machine allowing us to process food grade materials

expanding our potential business by 160 tons in Q1 of 2009.

GAF Materials Corp. Building Products - Millis, MA

Nov 2006 to May 2008 (Plant closure)

HR/Operations Support Manager - HR Manager for 125 employee Unionized asphalt roofing supply facility as well as

two additional facilities in Georgia with a total of 105 employees, 16 Non-Union. Responsible for sustaining results for

HR, Staff and Production departments with two direct reports.

• Developed “Centerlining” processes to ensure a strong source of communications between production and

maintenance shifts improving operating consistency and efficiency for the facility. The first month of

“Centerlining” showed improved rates (4%) and increased measurable production uptime (6%) due to running

consistently to production targets.

• Developed strong two way communication channels with local union to reduce grievances by 80%, eliminate

previously scheduled arbitrations and improve Union leadership involvement working proactively on issues.

• Coached current leadership to a culture of professionalism, accountability, employee involvement/employee

coaching, safety, and disciplined housekeeping in the facility. Participation in leadership training increased to

100% resulting in an 80% decrease in grievances and a decrease in OSHA Incident rate from 4.48 to .79 in 2007

and 2008.

• Developed an employee training/learning database for “one stop shopping” for facility supervisors reducing

administrative time and improving administrative consistency.

• Reduced Salary turnover from 16% down to 4.7% by focusing on recruits as customers and improving

recruiting/relocation initiatives.

• Developed/Implemented phase 1 of TPM/Maintenance Reliability program reducing unscheduled maintenance

downtime by 6% in the second quarter.

Harley-Davidson Motor Company Tomahawk WI

2005 to 2006 (1 year contract position)

OD/HR Consultant - Assess and make recommendations to build a strong business partnership between Human

Resources and Operations. Co-Led corporate initiatives in the following Best Practices:

• Change Management

• Business Partnership

• Employee Retention and Recruitment

Sappi Fine Paper North America (Formerly SD Warren) - Muskegon, MI

Sept 2000 to Aug 2005 (Plant closed, recruited by H-D)

SR HR Generalist - OD Manager - Managed OD/HR initiatives for a 630 employee unionized pulp and paper facility

with five direct reports. Provided expertise and leadership to identify, design and manage initiatives for improve

organizational effectiveness. This position was also responsible for supporting the corporate talent management strategy

with emphasis on succession planning, talent management and the identification of high potential employees.

• Facilitated two labor negotiations.

• Managed the development and implementation of High Performance Work Systems working with Union

Bargaining Committee as a business partner. Decreased labor costs by1.2 million in 2004.

• Co-Chair of Corporate Best Practice Circle.

• Developed PSS (Performance Support System) for the facility consisting of a Web Based Cognitive Learning

System including developing and implementation of a Pulp and Paper Science program Muskegon Community

College and Western Michigan University reducing training costs by 11% after the first year and improving

equipment efficiencies.

• Reduced training costs in 2004 by $63,000 on the pilot asset and improving uptime and yield by 1.3%.

• Manage and track continuous improvement efforts reducing fixed costs by $1.1 million in 2003, $800,000 in

2004.

• Developed and streamlined recruiting by utilizing local employment agencies for testing and pre screening

reducing recruiting costs by $79,000 in 2004.

• Managed the development and training of all salary employees with a new performance support process

increasing the participation from 31% to 100% compliance in 2003, and 2004.

Georgia Pacific Corp (formerly Fort James Corp.) Camas, WA - May 1986 to Oct 2000 (Left company - recruited by

Sappi Paper)

Training Coordinator 1994 to 2000 - This position co-managed 1600+ employees and was directly responsible for

reducing annual training costs for the facility by 60% ($400,000) by 1999. Directly supervised up to eight Subject Matter

Experts and Designated Trainers for curriculum development and “On the Job training”.

• Worked with Human Resources as a Labor relations representative reducing grievances by 40% in 1997 by

implementing steward training including stressing importance of employee communication and accountability.

• Co- Developed a New Hire orientation process with Human Resources, reducing New Hire injuries by 100% in

1997.

• Co Designed a mill wide training program, which included assessing, designing, delivering, and auditing skills

training which improved maintenance downtime by 3% and improved operations uptime by 4% by 1999.

• Led a team that designed and implemented a state certified apprenticeship program with the Washington State

Apprenticeship Council requiring all craftspeople to qualify by Washington State standards.

Education

Lower Columbia College - Longview, WA

AAS, Industrial Engineering

University of Phoenix - Portland, OR and Grand Rapids, MI

BSBM, Bachelor of Science in Business Management - 3.70 GPA

American Intercontinental University – Chicago, IL.

MEd, Masters Degree in Education ( Discipline in Adult Education and Curriculum Design) - 3.89 GPA

Michigan State University – East Lansing, MI

Certified Human Resources Professional

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