Human Resources Customer Service

Arnold T. Chonko

**** ****** ****** ***** ********@***.*** Home 614-***-****

Dublin, Ohio 43017 www.linkedin.com/in/arnoldt Cell 614-***-****

chonko

HUMAN RESOURCES LEADERSHIP

Results focused senior executive and empowering leader who established

business direction and HR strategy to align the employees' value

proposition with that of the organization, build employee engagement and

achieved financial, operational and customer service goals. Demonstrated

business acumen and strategic versatility by leading all HR processes in

global multi-site union and non-union environments within diverse utility,

manufacturing and R&D industries. Experience includes:

Strategic Planning Change Management Leadership

Performance Management Labor Negotiations & Employee

Recruiting, Talent & Diversity Relations

Management Organizational Design and Development

Executive Coaching Workforce and Succession Planning

Mergers, Acquisitions and Legal, Regulatory & Ethics Compliance

Divestitures Policy Development and Administration

Compensation and Benefits

Administration

BUSINESS EXPERIENCE

OMNOVA SOLUTIONS INC., Fairlawn, OH 2008-2009

$869 million chemical solutions and lean manufacturing company, 2600

employees operating at 21 locations in 7 countries, Performance Chemicals

$521 million, 500 employees, 5 plants, 6 business segments and 3 R&D

centers

Director Human Resources Performance Chemicals Division

. NPD Process - Initiated and co-chaired with Director of Technology, a

New Product Development Kaisen that revised the project assessment

scorecard and resource allocation process; led to creation of

Innovation Steering Committee to review and prioritize projects and

properly allocate resources as well as enhanced training on value

added project proposals and Stage Gate project assessment. Process

cut number of projects from 132 to 13 with 32 in reserve driving

faster completion of prioritized higher margin projects.

. Organization and Talent Review - Prepared and presented divisional

leadership talent review recognized by OMNOVA Senior Leadership Team

as the most thorough and actionable review in the company's history.

. Reorganization - Redesigned and implemented organization changes at

three plants and two market development groups, reducing divisional

headcount 2% and employee cost by $1 million.

. Succession & Talent Acquisition Plan - Designed and facilitated

career planning and succession meeting with 100 employees Technical

Center resulting in specific development plans for key chemists and

technical application engineers and recruiting strategies that filled

additional engineers.

. Vehicle Program Savings - Produced an estimated annual savings of

$150,000, collaborating with Cash and Risk Management to implement

revised vehicle program.

. Labor Relations - Led negotiations analysis, planning, proposal

development and strike preparation team

WORTHINGTON INDUSTRIES, INC., Columbus, OH 1997-2007

$3 billion diversified metal processing company, 8,000 employees operating

in 64 facilities in 10 countries. Steel Division $1.4 Billion, 2300

employees, 11 domestic plants and 1 plant in Mexico

Vice President Human Resources, Worthington Steel Division/HR Practices and

Compliance Management

Assistant Vice President Human Resources Worthington Industries, Inc.

. Employee Relations and Engagement - Monitoring employee feedback,

creating and implementing employee engagement and union avoidance

action plans, and day-to-day coaching of managers helped achieve

recognition by Fortune Magazine as "One of 100 Best Companies to Work

for in America"

. Compliance, HR Policy and Handbook - Managed HR related ethics,

legal, regulatory, ISO and QS investigations, responses and

compliance. Led HR policy and employee handbook review and revisions

Audited locations for consistency of HR practices.

. Division Business Model Transformation - Reduced labor cost by $35

million and employee count from 2302 to 1665 (28%) leading HR

initiatives during transformation of divisional business model from

12 individual "country stores" to an integrated model. Led plant

consolidation and closures, centralizing finance and accounting

functions, as well as regionalizing the purchase function.

Standardized HR processes and practices

. Plants Acquisition and Assimilation - Increased revenue 35%, from $48

to $65 million, and gross margin from $6.5 to $13.5 million leading

asset acquisition of two cylinder plants. Actions included due

diligence review, organization design, employee selection strategy,

labor negotiations, pension plan elimination, benefit vendor changes

and eventual consolidation/closure of plants and affects bargaining.

. Compensation - Designed and implemented first standardization job

title and market-wages based salaried and production pay structures

incorporating company's unique mix of base and profit sharing/bonus

pay practices.

. Training and Development - Led development of and presented EEO

compliance, interviewing, harassment investigation, union avoidance

and manager HR issue training. Revised employee orientation process.

Created leadership competencies and implemented 360-degree feedback

process for leadership team development.

COLUMBIA GAS DISTRIBUTION COMPANIES, Columbus, OH 1980-1997

$2 billion organization made up of five Midwest natural gas distribution

utilities, 5,300 employees in five states.

Vice President Human Resources HR Manager Pittsburgh District

Director Compensation and Benefits HR Representative

Manager Compensation

Led department with an O&M budget of $8 million and over 70 employees,

guiding and supporting five Midwest natural gas distribution utilities with

5,300 employees in five states, a payroll of $225 million and $65 million

in benefits. Responsibility for organization development, compensation,

benefits administration, relocation services, payroll, HRIS, human resource

planning, diversity management, equal employment opportunity, affirmative

action, recruitment, placement, education and training, office operations

and safety.

. Culture Change - Developed three-year strategy and collaborated with

management team to transform the culture from utility mindset to

customer focused and market driven. Created vision and value

statement, introduced more specific performance measurements,

executive, sales and incentive compensation plans, internal and

external customer service measurement, diversity initiatives,

development of core competency models, and cross-functional

reengineering teams. Managed internal communication and significant

staff training. Results included a more innovative service oriented

culture willing to be more accountable and take more risk. Customer

satisfaction scores improved 6%, eliminating many utility commission

service concerns.

. Restructuring and Shared Service Center Creation - Saved $20 million

in labor costs through elimination of 300 positions following

restructuring of utility companies' business model and creation of a

shared service center. Restructured one profit center model for five

companies to five separate operating cost centers, implemented

processes providing five presidents the direct services requested

while achieving savings though the efficiencies of a shared service

organization. Redesigned and filled more than 1,000 jobs within

three months with zero EEO complaints.

. Executive Development - Collaborated with Industrial Psychologist to

develop executive competency models. Provided leadership training and

360-degree feedback through Senn Delaney and created development

plans with a buddy system to drive individual development.

. Leadership Recognition - Selected by CEO as one of five executives

upon which to create organization's executive competency model,

predicated on leadership style and ability to achieve results.

. Compensation & Benefits - Establish Balanced Scorecard metrics and

executive compensation incentive plan. Generated an additional $7

million in rate recovery through innovative timing of merit design.

Reduced relocation cost $600,000 over 3 years. Saved $500,000 through

HMO, PPO, managed care strategies.

. HR Process Re-engineering - reorganized HR organization and re-

engineering staffing, training, compensation, assessment, job

descriptions, payroll, labor relations, EEO and DOT processes

improving efficiencies and HR departmental customer service ratings.

. Labor Strategy and Negotiations - Led system-wide labor relations

preparation and planning for cycle of 27 union contracts resulting in

multi-year contracts and continued labor peace. Experienced lead

negotiator. Collaborated with law firms to provide manager and

employee union avoidance training, managerial union election training

and in conducting a union election campaign in which the union was

defeated

EDUCATION AND DEVELOPMENT

MBA, Marketing, UNIVERSITY OF PITTSBURGH, Pittsburgh, PA

BSBA, Summa Cum Laude, THE OHIO STATE UNIVERSITY, Columbus, OH

Industrial Relations and Transportation Logistics, First in Class

SPHR, Senior Professional in Human Resources, Society for Human Resources

Management (SHRM)

University of Michigan Strategic HR Pritchett and Associates Business as

Planning Program Unusual Change Management Program

Senn Delaney Leadership Development DDI Empowering Leader Program

Program

Professional and Civic Affiliations

Society for Human Resources Management (SHRM)

Faculty, SHRM Certification Program

Human Resource Association of Central Ohio (HRACO),

HRACO Mentoring Program

Ohio Chamber of Commerce Labor Advisory Committee

Ohio University Executives on Campus Program

American Red Cross Central Ohio Region Blood Services Board

The Ohio State University, Fisher College of Business

Alumni Board

Ohio Presbyterian Retirement Services HR Committee

United Way Campaign Manager and Loaned Executive

Franklin University Advisory Board

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