Human Resources Manager
Resume:
Kristine D. Acker, J.D.
Harwinton, CT
***********@*****.***
Accomplished human resources manager and employee relations specialist for
Fortune 50 Company. Successful litigator. Outstanding leadership as chief
executive of $550M public agency. Experience encompasses corporate,
governmental agency and private practice. Articulate public speaker and
written expression. Successes result of exceptional evaluation and creative
strategies to improve operational effectiveness and efficiencies, capacity
to forge alliances with competing stakeholders, ability to influence
decisions at highest levels, and insightful mediation and negotiation
skills.
PROFESSIONAL EXPERIENCE
THE HOME DEPOT, Canton, MA 2007 - 2010
Human Resources - Generalist and Employee Relations Manager
Promoted from store human resources generalist to district level employee
relations manager for 1,500 employees in matrixed, multi-location
environment. National restructuring to district level generalist.
Specialized in code of conduct compliance, including sexual harassment,
workplace violence and harassment investigations with related employment
actions, performance evaluation, diverse hiring initiatives, talent
management, training and management coaching.
. Achieved 100% success rate in cases filed against district stores with
Connecticut Commission on Human Rights and Opportunities.
. Reduced number of complaints against managers by 50% through effective
management training and coaching, and timely and consistent
investigations.
. District achieved sales goals for first time in 3 years through
o outstanding hiring, training, performance management and
disciplinary processes, and
o positive work environment.
. Improved management bench through effective leadership development and
succession planning.
STATE OF CONNECTICUT 1993 - 2006
Connecticut Department of Social Services 2003 - 2006
Manager, Office of Fraud & Recoveries, Division of Quality Assurance
Managed over 90 employees and approximately $40M annual revenue.
Redesigned organization creating greater efficiencies and eliminating
excess staff. Attacked welfare fraud and reduced state spending.
. Saved state $2.3M annually by creating, developing and implementing
anti-fraud program for child care welfare benefits.
. Increased state revenues 30%, from $6.5M to $10.3M over 2-year period,
through operational redesign of real property lien revenue system.
. Eliminated adverse auditor findings by increasing timeliness and
accuracy of public medical insurance cost avoidance process through
operational redesign.
. Created system for increased fraud reimbursements through development
of joint civil and criminal recovery system with anticipated
recoveries $250,000 annually.
. Recognized with "Outstanding Managerial Award" for 2004 and 2005.
Connecticut Department of Children and Families 1997 - 2003
Commissioner
Led diverse $550M operation of five divisions, 19 offices/facilities and
3,500 employees. Developed and executed strategic planning processes,
fiscal management, contract benchmarking and compliance systems,
organizational redesign for increased efficiencies, quality improvement
programs and crisis management system. Key components to successes include
leadership development,
Kristine D. Acker, J.D. Page
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clarity of vision, participatory team approach management style,
performance management and succession planning. Directed all high profile
employment actions and appeals. Improved the quality and quantity of
children's services in Connecticut.
. Increased adoptions of children by 655% over six years from 146
adoptions in 1996 to 1,103 adoptions in 2002.
. Reduced federal court order compliance requirements from 1,200 process
requirements to 30 practical performance outcomes.
. Secured $23M to expand public and private children's mental health
system through strategic investments, creative partnerships and
financing, and program restructuring. Anticipated outcomes include
immediate access to needed level of mental health services.
. Reduced out-of-home placements of children by 15% through the creation
and implementation of $16M SAFE Home program for abused/neglected
children.
Connecticut Office of the Child Advocate 1996 - 1997
State's Child Advocate
Established start-up public agency, branding as an independent voice for
securing improvements to publicly funded children's services.
Connecticut Office of the Attorney General 1993 - 1996, 2003
Assistant Attorney General
Represented the Department of Children & Families in federal and state
court and Commission on Human Rights and Opportunities and Freedom of
Information. Also represented State before Workers' Compensation
Commission.
TYLER, COOPER & ALCORN, Hartford, CT 1987 -
1993
Litigation Associate
Accomplished civil litigator. Trials to conclusion.
HONORABLE ALAN H. NEVAS, United States District Court, D.CT. 1987
Legal Intern
UNIVERSITY OF NEW HAVEN, CT 2003
Adjunct Professor
EDUCATION and ASSOCIATIONS
J.D., Western New England College School of Law, Springfield, MA, cum
laude.
B.A., University of Connecticut, Storrs, CT, Honors Scholar Graduate, cum
laude.
Human Resource Association of Central Connecticut, Member.
Connecticut Bar Association, Member, Labor and Employment Law, Member.
OTHER PROFESSIONAL EDUCATION
CT Department of Labor:
Complying with CT FMLA, September 2010.
Unemployment Insurance 101, September 2010.
Independent Contractor vs. Employee, October 2010.
Human Resource Association of Central Connecticut:
Employment Law Update, September 2010.
Workplace Violence, October 2010.
Western New England College School of Law: Employment Discrimination and
Labor Law, 2009.
CT Bar Association: FMLA, ADA and CFEPA: New Regulations, New
Responsibilities and
Ongoing Uncertainties, 2009.
The John F. Kennedy School of Government at Harvard University and The
Governor's Center of
the Terry Sanford Institute for Public Policy at Duke University:
Strategic Leadership.
Kristine D. Acker, J.D. Page
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Additional Information:
As you can see by my resume, I have excelled in human resources, leadership
roles and as a litigator in professional and retail environments.
Recently, I applied my experience and education to human resources for The
Home Depot, where I thrived as the district employee relations manager for
nine stores (approximately 1,500 employees) as well as a generalist at the
store level and then at the district level for several stores.
While at The Home Depot (three years), I progressed quickly from a store
human resources manager where I achieved a fair and consistent complaints
process and Employer of Choice Committee, to the district employee
relations manager (9 stores; about 1,500 employees). My legal background
was an asset. We forged forward with a goal to create a more professional
environment and reduce complaints against managers in our stores. As
expected, when we began to aggressively pursue timely investigations of
these issues, the number of complaints initially rose drastically and then
began a significant decline. With the exception of one spike in one store
in the Summer/Fall 2009, which was rapidly addressed, the number became
relatively stable. These investigations, combined with a series of
trainings targeting managers and supervisors (for which I am partially
responsible), are credited with the rapid change. My particular
investigation strengths are hostile work environment, respect issues,
mutual attraction policy issues, and discrimination. Cases filed against
the Home Depot by terminated associates with our human rights and
opportunities commission alleging discrimination have not been successful.
Through a reorganization of human resources at the Home Depot, the district
position shifted to more of a generalist role in the summer of 2009, with
work focusing on associate relations, talent assessment and development,
and performance issues. Much of my work focused on coaching and training
managers, both individually and in groups, on handling performance issues
and addressing code of conduct issues.
During my tenure with The Home Depot, I also prepared documentation for
unemployment hearings and represented Home Depot in contested cases. I was
also responsible for identifying, addressing and resolving all background
check issues that arose during or after the hiring process, as well as all
I-9 issues. I also handled all documentation and prepared managers for
termination meetings and prepared for potential workplace violence issues.
Other notable responsibilities:
. Training managers (since fall of 2008 through date, performed about 35
training sessions on respectful interaction between managers and
employees [including addressing allegations of discrimination and
harassment], diversity, conflict resolution, optimizing associate
performance, coaching and identification and reaction to potential
union organizing).
. Supporting and evaluating management performance. Working with
managers on accountability and coaching for positive/motivating
interactions.
. Government compliance (affirmative action plan progress to goals/good
faith efforts/community relations).
. Preparing responses for CT CHRO and litigation activities.
. ADA accommodations.
Kristine D. Acker, J.D. Page
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. FMLA interpretation and compliance.
. Government compliance relative to FLSA (postings/employee scheduling
and payment).
. Performance management for non-performing managers and employees.
. All discipline (including policy interpretation and uniform
application). Outcomes included mediation, unfounded, training,
and/or discipline up to and including termination.
I prepared myself for human resources by taking advantage of trainings at
The Home Depot, while taking "Employment Discrimination" and "Labor Law" at
my law school. In 2009 I decided that I would like to work in a union
environment, due to the challenges of such relationships. Hence, the law
school course on labor law. The law school classes were augmented by
participating in Connecticut Bar Association's Labor and Employment Law
Section, CBA trainings, participating in the Human Resources Association of
Central Connecticut and relevant trainings, Connecticut DOL trainings on
FMLA and unemployment claims, and tracking literature from national
employment law firms on key issues.
On a larger scale, my leadership experience includes starting up a new
public agency known as The Office of the Child Advocate, leading the
Department of Children & Families (3,500 employees with 19 locations and
union environment), and managing the Division of Fraud and Recoveries
within the Office of Quality Assurance at the Department of Social Services
(union environment). Through these positions, I identified and led
significant change management processes, which required working with
conflicting internal and external constituencies, while securing millions
of dollars for programming.
Through a nationwide lay-off at The Home Depot, my position was eliminated
in June, 2010. This provides me with the perfect opportunity to achieve
the goal I set for myself in 2009 of moving to a unionized environment,
such as Hamilton Sundstrand. I am seeking a human resources position that
takes advantage of my legal background while providing opportunities to be
proactive in identifying and addressing system issues and creatively
approach changing work environments and/or marketplace conditions. In
order to facilitate the transition to a unionized situation, I am willing
to start work at any level, hours and requirements.
Thank you.
Kristine D. Acker, JD
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