Human Resources Project Manager

Deirdre G. Robinson, MBA

**** ******* ******, *******, ** 92336 626-***-**** day ( 803-447-

**** *** ( **********@***.***

career objective: vice President of Human Resources /organizational

development

Seeking a Vice President level position with an innovative organization

which understands that human capital is vital to its success and

sustainability.

career SUMMARY

Equipped with an MBA, and more than 20 years of multi-site and global

strategic experience in: human resources, project management, executive

development, and succession planning, talent management, learning and

organizational development, human capital management systems, labor and

employee relations, employee engagement, and change management. Well

versed of federal, state, and local employment, wage and salary laws and

regulations. Ability to analyze and assess training and development needs.

Experience in design, development and implementation of salary

administration plans and benefit programs. Ability to negotiate and

manage collective bargaining agreements and alternative dispute resolution

processes. Extensive knowledge of HRIS, Human Capital Management, and LMS

applications. Innate ability to translate strategy into specific goals,

tactics, action plans and deliverables. Proactive, approachable, able to

gain respect of senior leaders, peers, and subordinates through leadership,

intelligence, hard work and presence. Offer the ability to navigate in a

highly complex, matrix or decentralized organization and operate

effectively in an often ambiguous environment.

Career Synopsis

Corporate Director, Workforce Planning and Development, CATHOLIC

HEALTHCARE WEST (Pasadena, CA) 2007 - present

. Designed and successfully implemented the Critical 14 Pipeline

Development Programs - the first corporate program to build pipelines

for specific positions (ex. Nursing, Pharmacy, Clinical Lab Science,

etc). Results - $900K budget. Established and serves as the

administrator for strategic, geographically dispersed learning centers

(13 LCs) to serve as training facilities for interns for the entire

organization. Huge cultural shift. Program provided financial relief

for the learning center (productivity cost cuts by 28%) and was a

direct recruitment pipeline for all of CHW (recruitment cost reduced

by 26% system-wide for critical 14 positions). As part of the

program, designed and implemented a corporate-wide loan forgiveness

program. Created web-site to serve as marketing for CHW specific

programs, but also to be a repository of information on the various

professions to include state/federal licensure requirements and

educational requirements.

. Serves as the primary management administrator of the joint CHW &

SEIU/UHW Education Trust Fund - a union/management educational fund

established to provide educational opportunities, professional

development, and career development opportunities. Results - $2.6M

Fund with over 14K eligible participants. Provides career counseling,

tutoring, ESL, GED preparation, career development, loan forgiveness

programs, continuing education, career enhancement programs, education

prerequisite courses and a host of other offering.

. Design and administer the leadership development and succession plan

initiative for the organization. This programs encompass leadership

development using high impact learning teams to gains real world

usable outcomes related directly to the organizations strategic pan.

Results - (1) First cohort were able to implement a 6-sigma

transformational care program saving the organization $20 million

dollars.; (2) Second cohort was able to implement an organization-wide

strategic plan which has been adopted by the board and C-Suite.

These cohorts have resulted in succession implementation by obtaining

4 CFOs, 2 CNOs, 10 VPs and a host of other positions filled within.

This was a savings of 2.5 million in vendor search fees.

. Leads the corporate diversity initiatives - CHW Administrative

Fellowship Program - 12 months in length, Summer Internship Program,

Morehouse and Spelman College Scholarships, UNCF Scholarship Programs

and Cristo Rey High Schools Leaders of tomorrow programs. Results -

(1) Fellowship (budget $210K) Responsible for talent acquisition

process, serves as the coach/mentor to work along with the executive

sponsor for -2 participant for 12 months (operations and strategy);

(2) Summer Interns (budget $100/k) 8 participants for 12 weeks - serve

as project manager and deploy interns for specific assignments based

on interest and business needs; (3) Morehouse Scholarship (budget

$100K) serves as project administrator for ten $10K scholarships

annually; (4) UNCF Scholarships (budget $80K) serves as administrator

of six $10K undergraduate scholarships; Cristo Rey High schools

(budget $90K) sponsor 10 students to attend the high schools which has

a requirement to volunteer at any of the local CHW facilities.

VP, Learning and Educational Programs, PERFORMANCE FOOD GROUP (Richmond,

VA) 2005 - 2007

. Established organizations' first Corporate University. Result -

(budget $1.8 M) Created and lead a new, system-wide training and

organizational development initiative. Restructured department,

significantly improving overall effectiveness through recruitment of

key professional staff to improve service quality and credibility.

Partnered with local high tech firm to implement a computer-based

sales training and record keeping system for all transportation

compliance training, resulting in $100,000 annual savings. Led the

design and implementation of a system-wide leadership and employee

training program that significantly increased the overall scope of

training throughout the System and resulted in a significant increase

in customer satisfaction and the payout of an employee incentive.

. Implemented 360 Feedback Tool. Result - (budget $250) Selected and

implemented a 360-degree feedback instrument for use in top-level

succession planning process resulting in a more evidence-based

leadership developmental process.

Corporate Director, HR & OD, Children's National Medical Center

(Washington, DC) 2003 - 2005

. Initiated and implemented the first HR strategic plan and corporate HR

redesign effort to enable delivery of higher quality, more cost

effective, customer-focused services. Results - Reduced HR operating

costs by $450K.

. Championed the transition of a 35-year-old AD-nursing program to

establish a new RN to BSN and an accelerated BSN program. Results -

In partnership with University of Maryland elevating the nursing

credentials to support the health system nurse recruitment needs to be

able to obtain nursing degrees in 18 months

. Using a cross-functional team approach totally redesigned the wage and

salary program. Results - Introduced first performance-based

incentive pay program in hospital history for all leaders and team

members to drive performance toward financial and quality goals.

Resulting in a $3.5 M savings.

. Key member of the executive turn-around team focused on significantly

improving current business, operational and financial position

resulting in reduced operating losses from $29M in 2003 to a projected

$9M loss in 2004. Results - HR contributions included design and

execution of an Early Retirement and Reduction-in-Force program in

support of a 200 FTE reduction and, in partnership with nursing

leadership, complete elimination of agency nurses.

. Created new, proactively focused "Recruitment and Retention

Department", combining employment services and training and

development into one department. Result - Resulting in the use of

state-of-the-art selection and pre-employment assessment tools, a

redesign of team member orientation, and constant market analysis to

ensure competitive compensation practices saving HR $350K first year.

Organizational Effectiveness Consultant, Time Warner Cable - SC Division

(Columbia, SC) 2002-2003

. Led the strategy, policy development, communication processes and

implementation for a reduction-in-force process as well as benefit and

pay changes in support of the System's "Funding our Future"

initiative. Results - a $1.7M "green dollar" savings through pay

practice and benefit changes; a $10.5M reduction in salaries and

benefits; internal and community recognition for the value-based RIF

approach that maintained employee satisfaction and retention.

. Overhauled and effectively transitioned employee compensation

structures/processes to align with culture transformation. Results -

a best-practice, competitive market-based compensation philosophy and

program that decreased job titles from over one thousand to less than

400; resolved pay inequities across all job titles; increased employee

understanding and satisfaction through open, transparent

communication; streamlined administration of annual increase process

and significantly enhanced both recruitment and retention.

Executive Director, HR and OD, Astrid Contract Technical Services (Aiken,

SC) 1998-2002

. Designed and successfully implemented the self-insured Employee

Medical Plan - a significant organizational culture change. Results -

20% reduction in leakage through plan design that increased use of

plan physicians; less than 8% year over year premium increases - much

less than national trends, while providing comprehensive coverage.

. Championed all "People" strategies related to major culture

transformation process, including launching a new employee engagement

survey process, leading the first-ever Leadership Development

Institutes, re-vamping internal leader and employee communication

processes, and implementing HR best practices. Utilized best practices

from both Baptist Leadership Institute and the Studer Group. Results -

significant increase in employee satisfaction--from the 10th

percentile to the 65th percentile in the first year to the 80th

percentile in the third year of the change process; reduction in

overall employee turnover from 16% to 12% and new employee turnover

from 5.5% to 3.95%.

. Led the restructuring of all executive compensation practices and

policies. Results - a market-based best-practice approach to

executive compensation for base and incentive pay structures; enhanced

benefits with the implementation of a 457 plan and a Long Term

Incentive Plan, and established best practices in governance to comply

with IRS code 4958.

. Championed the use of Lean Sigma as a key leadership tool to improve

HR operational effectiveness and service and to address productivity

throughout the organization in support of "Funding our Future"

initiatives Results - a $1.5M productivity improvement based on

streamlined processes and FTE savings; implemented operations

standards and service-level agreements to move customer satisfaction

with HR service to 4.3/5.0; revised the new employee on-boarding

process to be a "one-stop-shop", created a more customer-focused,

centralized employee services function; creation of a unique, internal

Lean Sigma Practitioner Training Program.

Executive Director, HR and OD, MDM Engineering Corporation (Houston,

TX) 1995-1998

. Led the development and implementation of an HR Dashboard to provide

monthly tracking to leaders on key HR metrics. Results - increased

leadership accountability for reducing turnover, vacancy rates;

ensured compliance with all "must haves" such as new employee on-

boarding, peer interviewing, employee satisfaction, and performance

reviews.

. Established strategic direction and led major changes in HR

operations. Results - Improved HR efficiency and service delivery

through automation of key benefit processes; ensured compliance with

all legal and regulatory requirements; increased engagement by

implementing advisory teams.

. Accelerated the implementation of an automated time and attendance

system (Kronos). Results - Utilized an accelerated implementation

schedule to improve payroll efficiency and accuracy and ensure legal

compliance of all pay practices.

Sr. Executive Consultant, HR & Training and Development, General Physics

Corporation (Columbia, MD) 1991-1995

. Directed HR department workload, set priorities and allocated project

resources. Compiled and analyzed data (e.g., employee surveys, exit

interviews, turnover and other metrics). Results - identified trends,

and recommended solutions to improve employee satisfaction,

engagement, performance and retention.

. Modified succession-planning program . Results - increase selection

from 38% to 65% selection rate.

. Spearheaded culture development effort. Results - Defined corporate

values, aligned systems and processes and addressed integration issues

throughout the entire organization.

. Restructured the two-year executive development program to include

multi-site and global rotations. Result - Participants having

domestic and global experience in operations and finance, which

increase competitive edge by 27%.

. Conducted organizational culture assessments. Results - produced

comprehensive written feedback and analysis of existing structure

resulting in organization changes and more effective service delivery.

. Designed a national and global HR talent management system/process.

Result - saving $4.5M.

HR Manager, Business Development, Georgia Power Company (Atlanta, GA)

1986-1991

. Began career as a Nuclear Chemist, promoted to technical trainer.

Result - Transferred to corporate as a HR generalist for newly created

Business Development department.

. Served as HR generalist, recruiter and trainer. Result - Managed the

day-to-day activities of the Human Resources function. Managed

process mapping and TQM initiatives.

. Developed and managed annual budgets for the department and performed

periodic cost and productivity analyses. Result. Saved $3.5M in

annual benefits and compensation costs. Authored RFP for HRIS, LMS

and Talent management system.

Education & Certifications

M.B.A. - Human Resources Development - Webster University

B.S. - Biology/Chemistry - University of South Carolina

MBTI Certified Facilitator; Certified Crucial Conversations Facilitator;

Certified 360 Assessment Coach; Senior Professional Corporate University

Certification

Affiliations

Society of Human Resources Management ( American Society for Training and

Development

( American College of Healthcare Executives ( American Society for

Healthcare Human Resource Administration

( California Healthcare Association Allied "Health Workforce Shortage

Committee"( California Healthcare Workforce Alliance

( California Health Occupational Students of America Governing Board(

Western Governors' University Governing Council

Deirdre G Robinson

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Deirdre G. Robinson

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