Human Resources Management

Michael C. Potvin, SPHR, GPHR

ablnb1@r.postjobfree.com

**** ******** *****, ******* ** Lakewood, Illinois 60014

815-***-**** - Home 630-***-**** - Cell

Human Resources Leader

Mergers & Acquisitions / Business Partner / Succession Planning / Talent

Management / Talent Acquisition / Organizational

Development / Strategic Planning / Labor & Employee Relations /

Employee Training & Development / Compensation / Benefits / Policy &

Procedure Development

Professional Experience

GMAC Home Services/Brookfield Residential Property Services, Woodridge, IL

1/2009 - Present

Vice President of Human Resources, USA

GMAC Home Services/Brookfield Residential Property Services (BRPS) is a $1

Billion division of Brookfield Asset Management. BRPS is a leading global

provider of real estate, relocation services, technology, and knowledge.

This Senior-level Human Resource Generalist position is responsible for

providing functional leadership, tactical and strategic direction, and all

day to day Human Resources support. This position has a client population

of 1100 people and oversees 8 facilities within the continental United

States, with a staff of 4 direct reports.

. Compensation - Developed and Implemented new incentive compensation

plan for Domestic Relocation Consultants, resulting in a self-funding

program that will save the company 12% of payroll costs over the

course of given fiscal year.

. Benefits - Successfully negotiated a 7% savings ($850,000) in

healthcare costs through disbursement of employer versus employee

contributions and volume allowances.

. Mergers & Acquisitions - Leading Integration efforts in the United

States of legacy GMAC organization with Brookfield Residential

Property Services. Initiatives include, but are not limited to:

Communication, Compensation, Payroll, Benefits, Talent Management,

Performance Management, and HRIS.

. Succession Planning / Talent Management - Consulted with Executive

Management to establish new job descriptions for all functions in all

lines of business, as well as job families and competency models.

Endeavor resulted in a 23% decrease in turnover.

. Performance Management - Introduced a streamlined performance

management program which reflects organization's values and leadership

competencies, and addresses competency gaps and the resulting

development plans. With the program in place retention rate has

increased 10%

Siemens Healthcare Diagnostics, Deerfield, IL - formerly Dade Behring

1/2007 - 11/2008

Senior Director of Human Resources, Americas

(Position Eliminated due to purchase of Dade Behring by Siemens AG)

Siemens Healthcare Diagnostics is a $6.5B division of Siemens Healthcare

Sector, which manufactures and distributes Clinical Diagnostic devices and

supplies. Senior-level HR generalist position responsible for providing

overall leadership, direction and all Human Resources related strategy and

support. This position has a client population of over 2500 Sales, Service,

Marketing and Customer Operations employees located throughout the United

States, Canada, Mexico, Brazil, Chile, Argentina, Peru, Colombia, Uruguay,

Venezuela, and Puerto Rico. Oversight of 16 union and non-union

manufacturing facilities, a staff of 5 direct reports and 5 indirect

reports, and a budgetary responsibility of over $1.2 M.

. Organizational Development - Developed and Implemented Competency

Models for Field Service Engineers and Technical Applications

Specialists in Canada and Latin America - decreasing turnover from 25%

to 12%.

. Managerial Development - Developed program for High Potential Managers

as part of Talent Management process. Result was a 10% decrease in

development costs

. Compensation - Revised Compensation structures in Canada and Latin

America to address significant gaps versus marketplace, while driving

record results in each region. New Compensation structure has not

only saved $150,000 (USD), but also had a 10% savings effect to

payroll.

. Mergers & Acquisitions - Led integration team which discovered,

recommended, and implemented changes to overall organizational

structure in the Americas Customer Management organization, that is

comprised of Sales, Service, Operations and Marketing. Additionally,

led all Human Resource Based integration activities in the Western

Hemisphere.

VWR International, West Chester, PA

2/2005 - 8/2006

Vice President of Human Resources

(Position Eliminated due to purchase of Organization by Private Equity

Firm, CD&R)

VWR International is a $4.5B, manufacturer and distributor of Medical and

Laboratory supplies and devices. In this position, there was a client

population of 1250 people with a staff of 6 direct reports. Function of

position was to support Sales, Marketing, Service, Finance, Operations,

Customer Call Center, Inside Sales Call Center and a Unionized

Manufacturing and Distribution facility. Responsibilities included, but

were not limited to: Talent Management/Succession Planning, Labor

Relations, Compensation and Benefits, Talent Acquisition, Strategic

Planning through Mergers, and Organizational Development

. Labor Relations - Co-chair in collective bargaining agreements with

Teamsters Local 676. Successfully bargained a contract of 3 years,

with 3% savings off the cost of the economic package. This 3%

translated to a $4M savings, versus the expired contract.

. Organizational Development - Designed and facilitated supervisor and

manager level competency models for 2 lines of business. Result was a

15% decrease time in gaining proficiency in given area.

. Recruitment / Talent Acquisition - Led Recruitment function for entire

company. Brought function in house and developed recruitment

channels, policies & strategies. Appointed 70 positions in 4 months

resulted in saving the company over $250,000 in outside labor costs.

. Benefits - Successfully redesigned offerings and renegotiated rates

from outside Benefits vendors. Result was new programs resulting in a

$2.5 M savings to the company in 2005.

. Mergers & Acquisitions - Led team which identified the impact of

organizational change via acquisition. Further, the team developed and

implemented the change management strategy as well as the

communication of strategy. Result was a $1M cost savings to the

organization through efficiency of strategy.

. Compensation - Revised Performance Management and Compensation

Structure to reflect pay for performance culture. Result was a

savings of 20% to the effect on payroll for 2006.

Compass Group NAD, Charlotte, NC

4/2001 - 1/2005

Senior Human Resource Manager, (11/2001 - 1/2005)

Corporate Resource Manager, (4/2001 - 11/2001) - (W-2 Contractor - 4/2001 -

9/2001)

Compass Group is a $25B, Global Fortune 250 contracted food service and

catering organization. Position had a client population of 1200 people with

a staff of 3 direct reports.

. Succession Planning / Talent Management - Implemented succession

planning/talent management program. In year one, turnover decreased

by 35%. Concurrently, we garnered a 94% retention rate as a result of

successful implementation of Succession Planning/Talent Management

program.

. Immigration - Streamlined the immigration policy and procedure, with

In-house Counsel, to save the organization over $120,000 per year in

work visa and immigration related issues.

. Assessment Centers - Led implementation of Profiles International

Psychometric Assessment centers from LH Step Assessment Centers. Cost

savings was over $350,000 to the organization and was part of the

reason for an increase of retention rates from 80% to 94%.

. Managerial Development - Designed, developed, and implemented

functional and cross-functional supervisory development programs.

Resulting in improved efficiency through decreased development costs

of 10%

. Organization Development - Defined desired behaviors at all levels in

the organization for North American Division wide core competency

model, and linked the model to current promotional and performance

management processes.

. Recruitment/Talent Acquisition - Designed and developed corporate

recruitment infrastructure, including conversion to Applicant Tracking

System. Result was over a $1.5M savings in outside labor costs over a

period of 3 years.

MRI/Consultis, Charlotte, NC

11/1996 - 4/2001

Executive Recruiter

AT&T, Syracuse, NY

5/1994 - 11/1996

Human Resource Manager, (5/1995 - 11/1996)

Human Resources Generalist, (5/1994 - 5/1995)

Accreditations/ Training

06/2007- SHRM/HRCI - Global Professional in Human Resources (GPHR)

certification

07/2006 - SHRM/HRCI - Senior Professional in Human Resources (SPHR)

certification

10/2005 - Six Sigma Green Belt Training - Villanova University - NOT

CERTIFIED

12/2005 - Cornell University ILR School - Labor Studies Certificate

12/2003 - Dale Carnegie Course - Certificate of Completion

12/2001 - NAPS - Certified Personnel Consultant (CPC) designation

11/2001 - DiSC Profiles - Certified Administrator

09/2001 - Advanced Internet Recruiting Strategies Certifications - AIRS I,

II, III

Education

LeMoyne College Syracuse, New York

Masters of Business Administration - Studies

LeMoyne College Syracuse, New York

Bachelor of Science - Human Resource Management

Concentration in Organization Development and Psychology

Walk-on member of Men's Basketball Team - NCAA Division II

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