Human Resources Plant

Cristal C. Martin

Indianapolis, IN *****

Home 317-***-**** Cell 248-***-****

********@********.***

EXECUTIVE SUMMARY

Accomplished, hands on Human Resources leader with successful Americas-

based experience at plant, division and corporate levels. Known for

straightforward and ethical problem-solving, reaching solutions that are

creative and support operational requirements. Respected for professional

capability and business alignment, ensuring that HR initiatives produce

needed business results. Exceptional leader with strong and effective

communication skills and a team-centered management style. Competencies

include:

Restructuring/M&A Legal Compliance Compensation

Personnel Development Recruiting Education and

Talent Management Performance Management Training

Labor Relations Organization Development Strategy Deployment

PROFESSIONAL EXPERIENCE

Belden

HR Director, Americas Group

July 2009 to July 2010

Responsible for business partner activities within the US and portions of

Canada for 9 business units, 150 associates, and $800M total revenue.

. Individually successful for HR due diligence and integration of personnel

and HR policies of $17m high tech acquisition.

. Directed the implementation of a comprehensive Health & Safety program

for plant-based business unit; the staged implementation was completed

within six months.

. Effectively managed highly sensitive personnel relations issues, avoiding

litigation and setting preventive measures in place.

ORBIS Corporation

HR Director

May 2008 to July 2009

Responsible for oversight of all generalist activities within the US and

Canada, for 11-plant, 1600 employee, $450m revenue company that includes 3

unions. Responsible for development and delivery of HR services, policies

and programs for the corporation, and for training and upgrading the skills

of the HR staff.

. Audited HR staff; created and implemented a remediation plan based on

results. The remediation plan introduced project management to the HR

community.

. Created hourly employee handbook, integrating the best policies acquired

through numerous acquisitions and standardizing practices across all

manufacturing sites.

. Created an HR Toolkit, a comprehensive collection of HR practices and pro

formas for existing HR staff, for the integration of HR personnel gained

through acquisition, and for supervisors and managers.

Collins & Aikman (Bankruptcy restructuring; wound down in 2007)

Vice President - Human Resources, Plastics Division

July 2006 to October 2007

International oversight responsibilities included Canada, US, and Mexico,

for all HR activities within Plastics Division: 32 plants, approximately

8000 employees, 6 unions, and $1.5B revenue. Managed a staff of 9 HR

managers and directors. Focused on controlled sale and wind down under

Chapter 11, guiding plants and division staff through shut down and sales

transition activities.

. Designed and managed a $3M retention program; plant attrition averaged

only 6%.

. Directed the development of a plant closure manual to ensure consistent

closing practices across the division, and led the shut down and/or

transition of 32 plants with minimal disruption to operations.

. Managed successive reductions-in-force, including a total reduction of

193 division staff personnel. No formal complaints were received,

agency, legal or otherwise.

. Led HR due diligence strategy and response for the marketing and sale of

units within the Plastics division and corporate HR office.

Director, Corporate HR

January 2006 to July 2006

Managed a staff of 5 HR generalists; responsible for setting corporate HR

policy and process oversight for corporate offices and all manufacturing

divisions: 52 plants, 14,000 employees, $2.6B revenue.

. Created and launched performance and talent management systems.

. Developed a specialized recruiting process, cutting time to hire and the

number of rejected candidates by half.

Visteon/Ford Motor Co. (Visteon spun off from Ford in 2000)

Senior Manager, Personnel Relations and Equal Employment Planning

April 2005 to January 2006

Global responsibilities, including Asia, South America, Europe and North

America, for employee relations strategy, design and implementation of

corporate policies, and management of investigations including

embezzlement, harassment and other violations of company policy or law.

. Investigated financial impropriety, resulting in restatement of corporate

earnings over prior 3 years.

. Successfully avoided union organization of salaried engineers at

corporate headquarters.

. Designed and implemented a North American collections process for

separated employees; initial recoupment was anticipated in excess of

$50,000.00.

HR Manager, Materials Management Staff

October 2003 to April 2005

Managed all aspects of Human Resources for a large staff organization

(approximately 500 salaried employees), including personnel and career

development, staffing, performance management, and compensation.

. Successfully reduced Purchasing population by 25% with no effect on

department deliverables.

. Developed and managed a cross-organizational career development committee

for Materials Planning and Logistics employees within staff,

manufacturing plant, and aftermarket groups.

Labor Manager, Chesterfield Plant

June 2001 to October 2003

Managed a staff of 6 HR professionals in a plant with 1500 employees.

Responsible for labor relations and hourly personnel administration,

including negotiation of local UAW agreement, sourcing and desourcing

actions, and initiation of plant closure actions.

. Negotiated a closure agreement for the Chesterfield Plant with local

union leadership.

. Managed several hourly reductions in force of +100 employees each, and

managed an hourly separation program for 350 employees working through

the complexity of the Ford/Visteon-UAW collective bargaining agreement

with no production disruptions.

. Developed and launched a corporate-wide leadership training program for

supervisors of hourly employees.

Various

December 1992 to June 2000

Progressively more responsible assignments within generalist

responsibilities.

. Managed the salaried personnel activity for a two-plant site, including

negotiation of a UAW agreement for salaried engineers and nurses.

. Led HR consolidation of two separate plants into one operating site,

reducing salaried redundancy by one third.

. Successfully avoided a threatened multi-plaintiff/class-action lawsuit

through proactive investigation and discovery practices. Successfully

lead and dispositioned several significant investigations.

. Launched a team-based work system with approximately 4000 hourly and 500

salaried employees that included a pay-for-knowledge compensation system,

and the restructuring of HR into generalist Business Partners.

EDUCATION

Wayne State University School of Law -- J.D.

Concordia College -- B.S., Human Resources Administration (Achieved both

degrees while working full time)

COMPETENCIES AND ACCOMPLISHMENTS

STAFFING: Established specialized recruiting processes to address skill

specific hiring needs. Conducted numerous reductions in force, both

salaried and hourly, in unionized and non-organized settings. During

Chapter 11 restructuring, simultaneously managed recruiting and reducing

staff.

RESTRUCTURING AND M&A: Experienced in both Chapter 11 bankruptcy and M&A.

Oversaw significant reductions in the salaried and hourly workforces, wrote

a plant closure manual for a +20 plant division, and led plant and

corporate HR due diligence efforts during controlled sale and wind down.

Successfully interfaced with bankruptcy advisors, attorneys, restructuring

advisors, and investment bankers. Successfully shut down an entire

division, including plants and corporate offices. Also successfully

integrated high-tech acquisition.

COMPENSATION: Developed and managed several retention and severance

programs. Rolled out a newly developed, market-based compensation system

at Visteon, and later participated in a refresh of that system.

Administered several compensation and rewards programs.

STRATEGY: Directed HR strategy prior to and during restructuring.

Formalized and standardized HR metrics and reporting to support strategy,

including headcount, absenteeism, grievances, etc. Successfully designed

and implemented union avoidance activities for headquarters staff.

Introduced project planning to HR personnel. Wrote and directed

communication activities to align with strategy and direction.

TRAINING AND DEVELOPMENT: Seven years' experience with University of

Michigan leading in-plant training and development activities. Member of

team that developed and delivered 100 hours of training during transition

to team-based work system. Authored and delivered leadership training for

managers, hourly supervisor training, and corporate new hire orientation.

ORGANIZATIONAL DEVELOPMENT: Developed and launched personnel and

organizational development programs incorporating the management of

performance, succession planning, talent acquisition, employee development,

skill building and training, and rewards.

DIVERSITY: Developed and participated in focused recruiting outreach,

affinity groups, and diversity council activities. Results include

improved utilization, new product offerings, and significant positive

changes in HR program offerings.

EMPLOYEE RELATIONS: Authored, implemented, and managed performance and

attendance management programs for underperforming employees. Managed

corporate-wide salaried separation programs, salaried attitude surveys

implemented in the U.S and Mexico, and an alternative dispute resolution

program.

LEGAL COMPLIANCE: Well versed through management of Equal Employment

activity, WARN, Canadian Employment Standards Act and severance

obligations, and other regulatory requirements.

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