Human Resources Manager

eric l. reaves, ma, phr

*** ****** **., **** #*, Pasadena, CA 91106 ( (C) 720-***-**** ( (H) 626-

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

DIRECTOR - HUMAN RESOURCES

Performance & Process Improvement / Turnarounds / Employee & Labor

Relations / OD / Safety

Leadership Development / Succession Planning / Retention / Cost Reductions

/ Comp & Benefits

As a true business partner in corporate and regional HR leadership

positions, I assisted executives/managers with organizing and implementing

culture change, restructurings, and performance improvement initiatives. By

designing and implementing metrics, I improved operational performance

while increasing retention and cutting costs.

o Integrating operational and HR business plans to increase

organizational capabilities/retention

o Directing matrixed HR activities across multiple countries and sites.

o Providing corporate HR support to regional staff in diverse functional

units

o Leading cross-functional teams to implement new initiatives and pilot

programs, meeting all goals

o Automating processes to increase efficiency and productivity while

reducing costs

Known as a change agent, I've built trust among operational leaders to

maximize buy-in. I hold an MA in Industrial Psychology from Cleveland State

University and a BS in Psychology from West Liberty State College.

Certifications: PHR, Society for Human Resource Management, Leadership

Assessment, Executive Coaching.

Highlighted Accomplishments

Implemented Exit Interviewing program, reducing turnover/retention costs.

Jacobs HQ lacked effective mechanism to track and determine cause of double-

digit employee turnover. Led team to source and secure vendor to implement

full-service, technology-based exit tool for US and Canada. On track to cut

turnover 4%, saving $30M.

Developed operational metrics/Best Practices to improve performance.

Jacobs' regional performance needed to improve. Defined HR metrics and

implemented Best Practices to enhance internal competitiveness and work

environment. Created metrics/HR Scorecards, achieving 20-25% improvement

goal while increasing retention 8%.

Drove re-development/implementation of succession planning program.

Lockheed Business Area's Talent Assessment and Development program was not

effective. Improved objectives, career paths, assessment tools, and

nomination criteria. Enabled more focused developmental opportunities for a

more refined candidate pool.

Led change management project. Lockheed Martin internal client implemented

server automation project. Took initiative and led change management plan

defining employee communications, targets, phases, and workforce reduction

activities. In one year, helped achieve 30% operational savings goal with

$3M cost reduction.

Spearheaded division's role in corporate restructuring. Progress Energy was

restructuring. Led Florida's HR team in facilitating business reviews,

assessments, span of control studies and scope of responsibility for new FL

distribution and transmission organizations. Generated 17% cost

efficiencies, saving $6M in operational costs.

Career History

Jacobs Engineering Group, Inc., $11B global engineering and professional

services organization.

Senior Manager, Corporate Human Resources, 2008 - Present. Senior

business partner, working with Executive Leadership to develop/implement

comprehensive HR management initiatives for global and national corporate

programs. Lead matrixed HR activities in US, UK, The Netherlands, China,

India, and Europe.

Senior HR Regional Manager, 2006 - 2008. Partnered with senior leadership

to integrate operational and HR business plans to improve organizational

capabilities and address retention issues. Managed $500K budget and nine

direct reports in regional offices. Held responsibility for 400+

employees across nine states.

Human Resources Manager, Lockheed Martin Company, 2005 - 2006. National HR

advisor for several business areas on leadership development/succession

planning, employee relations, and organizational effectiveness.

Senior HR Specialist, Progress Energy, Inc., 2001 - 2005. Provided multi-

site HR generalist management for 25 operating centers with union/non-union

employees in $8B utility. Led HR involvement in standardizing Operations

Center, resulting in $1M savings. Represented FL on Safety Committee,

improving safety performance 30%.

Earlier: HR Operations Representative, American Electric Power Co. 1996 -

2001. Extensive employee relations.

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