Human Resources Executive

SARA S. VOTROUBEK Web Portfolio: http://webprofile.info/svotroubek/

Cell: 515-***-****

**** ********** ***** ** ***** Rapids, IA 52402

Email: abie0c@r.postjobfree.com

SENIOR HUMAN RESOURCES EXECUTIVE

OPERATIONS / PROCESS IMPROVEMENT / BUDGETING & COST CONTROL

Strategically focused executive with proven ability to evaluate employee and organizational needs and

repeatedly deliver cost-effective solutions. Characterized as a mentor, leader, and executive advisor.

Innovative, cross-disciplined executive skilled in recognizing talent and developing teams and strategies

to support organizational goals. Expert at negotiating with vendors and labor management organizations,

analyzing processes, and developing improvements and solutions to daunting business problems. Create

true team culture and lead by example to achieve remarkable results.

Portfolio of professional skills and qualifications includes:

• Board-Level Communications • Cross-Functional Collaboration/Leadership

• Executive/Staff Compensation Analysis • Innovative Technology & HR Solutions

• Process Improvement/Cost Control • Organization Design & Succession Planning

• Vendor Relations/Contract Negotiations • Team Performance Management

Executive Performance

Iowa Health System, Cedar Rapids, IA 2001–2009

State’s first and largest integrated health system, providing care throughout Iowa and western Illinois through

relationships with 26 hospitals and 140+ physician clinics with 2.5 million annual patient visits.

Vice President Human Resources

Senior HR executive with full accountability for leadership of 60-member organization, strategic planning,

management of payroll, benefits, employee relations, labor negotiations, assessment of President/CEO

performance and compensation recommendation, and organizational development initiatives.

Cost Control

• $500,000 cost avoidance realized in first year after implementing wellness program for 12,000 employees

and dependents on self-insured health plan.

• Saved $300,000 annually and $900,000 over five years by using “backroom” payroll processing

department that increased efficiency 27% and improved processing accuracy.

• Cut annual HR costs $200,000+ by internally developing online “self-serve” benefit system for new

employees and annual enrollment that improved staff efficiency by more than 27%.

HR Leadership

• Played key role in recruitment and selection of System President/CEO by managing every step in the

process from RFP to selection, and negotiation of $800,000 compensation package.

• Led negotiations of nurses’ salaries at Finley Hospital to initial contract with SEIU for one year at the

budgeted level of $7.6 million and a second contract for 18 months.

• Decreased turnover of key personnel by more than 11% by developing common talent

assessment/succession planning tool and process for utilization with all staff at least annually.

Compensation & Benefits

• $1.2+ million savings delivered to IHS self-insured health plan by using internal pharmacies for

employees and their dependents to purchase maintenance medications.

• Switched retirement plan vendors to provide high-quality investment selections and online tools to create

awareness of company’s match-sponsored plan that achieved 92% employee participation.

• Aligned compensation with market standards by recommending and implementing 4% aggregate salary

increase for system-wide executive staff that the board of directors approved.

SARA S. VOTROUBEK Page 2 of 2

1995–2001

Iowa Health Physicians, Cedar Rapids, IA

Physician subsidiary of Iowa Health System.

Director of Human Resources

Provided vision and leadership for eight-member team managing staff issues, payroll, compensation, and

benefit programs, recruiting physicians, mid-level providers, and management team, and developing and

implementing policies and procedures.

• Proposed employer contribution to retirement benefit program at annual Board of Directors meeting.

• Reviewed staff compensation annually compared to market and recommended salary increases by

position including any necessary market adjustments.

• Provided HR support to Iowa Health homecare.

• Created annual educational forum for nursing and patient service representatives from clinics statewide.

• Served as primary contact for discussing/analyzing/solving human relations issues with 1,440 physicians

and employees in 65 locations.

• Managed all negotiations with third-party payers for benefit programs.

1992–1995

STL Health Resources, Cedar Rapids, IA

Regional subsidiary of IHS managing 18 primary care practices throughout eastern Iowa.

Vice President Clinic Operations

Managed 150-member company providing leadership for day-to-day operations, financial and accounting

functions, staff recruitment and retention, and HR policies and procedures.

• Presented current financial condition and status of clinics to the Board of Directors quarterly.

• Attained “rural health” status for clinics outside Cedar Rapids bringing those operations to a positive

balance sheet, and acquired federal funding and loan repayment that enabled physicians and providers to

practice in rural Iowa for up to five years.

• Implemented standardized compensation plan for physicians/mid-level providers through annual

compensation review of market surveys.

• Implemented common computerized billing system and standardized clinic operations company-wide.

• Achieved 57%+ participation from physicians/providers at quarterly forums with the President of St.

Luke's Hospital to discuss proposed operational changes for clinics.

1991–1992

Iowa Eye Center/Iowa Eye Optical, Cedar Rapids, IA

Ophthalmology practice and optical shop.

Practice Administrator

Managed all day-to-day business functions and 52-member staff.

• Improved business efficiency by establishing common practice principles for the partners including design

of each workroom and location of equipment and supplies.

• Negotiated equipment and supply purchases for new building and optical shop, and benefits programs.

• Implemented integrated patient scheduling and billing system, and developed human resources policies.

• Met individually with solo-practitioners to communicate the advantages of a group practice.

EDUCATION / PROFESSIONAL DEVELOPMENT

Bachelor of Medical Science, Medical Record Administration, EMORY UNIVERSITY, Atlanta, GA

Submitting Grant Applications, Chicago, IL

Graduate Course, Finance, UNIVERSITY OF IOWA, Iowa City, IA

Labor Management, One-on-one with Attorneys and Consultants

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