Human Resources Manager

MARK WANGLER

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

773-***-****(cell)

815-***-****(home)

***** *** *** **.

Plainfield, IL 60544

PROFILE

Versatile Human Resources executive with a strong background in

petrochemical, manufacturing, and electrical utility organizations in both

union and non-union environments. Demonstrated ability to integrate

proactive human resources programs with business strategies and a

consistent record of establishing programs and processes to bring about

innovative changes.

* Key member of management team and catalyst to aligning human

resources strategy with the business objectives and strategic plan.

* Directly influenced change management process to bring about

organizational restructuring to achieve maximum business

efficiencies. Adept at initiating and implementing new concepts

and programs.

* Effective lead mediator/negotiator when dealing with employees in

organized (union) or non-union environment. Extensive record of

successfully negotiated labor contracts that allow more flexibility

with the workforce.

* Developed and worked within a budget that included appropriate

dollars for salaries, training, travel, recruiting, relocation,

management development and all assorted costs associated with an HR

department.

* Extensive experience with labor relations, recruiting,

compensation, relocation, and benefit programs that have had a

positive impact on employee retention.

Professional EXPERIENCE

Pasadena Refining Systems, Pasadena, Texas 2006 - 2009

550 employee oil refining site and corporate office

Director of Human Resources

Direct report of CEO/President with responsibilities for all human

resources functional areas. Responsibilities included labor and employee

relations, benefits, management development, payroll, training department,

recruiting, compensation, and government compliance. Direct reports

consisted of 14 HR and Training individuals with an annual budget of $3.6

million.

1. Key member of Executive staff, Pension and benefits committee, HSE

Steering committee, and Communication committee.

2. Established recruiting process and procedures to adequately staff

refinery manpower needs of both exempt and non-exempt employees.

3. Member of transition team to move company to sole owner from a

partnership.

4. Negotiated collective bargaining agreement with local USW union as

lead spokesperson, first full/open negotiation since union accepted

return to work agreement in 2001 after a 5+ year lock-out.

1. Management and union negotiating committee used "Interest Based

Bargaining" techniques learned at Harvard University's Program on

Negotiations. These techniques allowed a more open negotiation and

kept both sides from applying traditional tactics

2. Re-aligned training department and expanded scope of duties to more

fully address compliance and skill needs.

1. Media first point of contact for all forms of media attention.

EXELON CORPORATION, Dresden Nuclear Station, Morris, IL 2003 -

2006

628-employee nuclear electrical power site.

Senior HR and Labor Relations

Responsible for labor relations and staffing of open positions. Member of

local HR office consisting of three HR professionals.

1. Improved relationship with local union representatives, resulting in a

45% decrease in grievances filed. Initiated process to discuss issues

prior to union filing grievances, most issues could be resolved

without formal process.

1. Implemented process to streamline recruiting and staffing of open

positions. Certified to use company interviewing process, Target

Selection. Reduced open positions from 55 to 9 within six - month

period. Lowest open position condition at site in over 5 years.

1. Coached supervisors to enhance working relationship and open positive

communications with employees.

DUDEK AND BOCK, Inc., Chicago, IL 2001 - 2003

Privately-held manufacturer of springs, forms and stampings for automotive

and major appliance industry.

Corporate Manager of Human Resources

Reported to Corporate President/CEO, responsible for directing all Human

Resources functions for three manufacturing facilities and corporate

office. Responsibilities included labor and employee relations,

compensation/benefits, safety/security, training/development,

recruiting/retention, government compliance and a member of the corporate

staff.

1. Initiated strong change management with H.B.Maynard Consultant's

program to implement improved manufacturing process.

2. Implemented employee performance evaluation system that set

individual goals and objectives more in line with corporate goals,

creating an environment that inspired teamwork.

1. Improved the job descriptions, giving employees a better

understanding of how positions support the company goals and

objectives.

1. Chief spokesperson with organized labor, grievance mediation,

arbitration, and contract negotiations.

1. Improved level of employee job skills through skills inventory,

training needs assessment, and appropriate training (classroom and

OJT).

1. Key member of corporate staff involving development and

implementation of company goals and objectives through short and long

term strategic planning.

PREMCOR REFINING GROUP, INC., Blue Island, IL 1998 - 2001

Petroleum refining operation producing various fuel products.

Manager Human Resources

Reported to corporate executive vice president assuming responsibility for

directing Human Resources functions for entire facility (620 employees)

with full accountability for labor relations, recruiting,

compensation/benefits, training, payroll, security, and public relations.

Managed a strong human resources team of 15 and set aggressive department

goals, while giving team members the authority and support to achieve

mutually agreed upon strategies to control $2.6MM budget.

1. Improved labor relations with local union through enhanced grievance

mediation and quality management/union committee meetings.

1. Represented company as chief spokesperson with state and federal

government agencies such as EEOC, NLRB and Illinois Department of Human

Rights.

1. Reduced exempt employee turnover by initiating improved screening and

recruiting process.

1. Played a key role on corporate compensation committee that developed a

new salary system allowing broader salary ranges, which eliminated "red

circle" concept.

1. Represented refinery on corporate committee to change company name and

purpose statement, then took lead role when rolling out new name and

purpose to employees.

1. Recommended changes to payroll procedures that reduced manpower required

to complete payroll cycle.

1. Successfully introduced new attendance and security tracking system

(Kronos), maintaining compliance with OSHA.

1. Implemented new alternatives for training using computer-based training

program, reducing budget 30%.

1. Established procedures to improve workers compensation case management

and light duty program, resulting in 28% annual cost reduction.

1. Managed public relations for refinery as first point of contact for the

media, and Chairman of the C.A.P. (Community Advisory Panel).

LIBBEY OWENS FORD CO., Ottawa, IL 1996 - 1998

Manufacturer of Float glass for the residential and commercial industry.

Human Resources Specialist

Responsibilities included development of employee involvement programs,

management of workers compensation cases, safety and health compliance and

training, QS 9000 internal auditor for a 400 - employee site.

1. Chaired committee to develop and begin implementation of Operating

Excellence Program (5S, TPM, Smed, and Error proofing)

1. Facilitator of union/company employee involvement committees, six

separate committees that dealt with production related issues.

1. Managed all training programs, and training database to ensure

compliance with all government requirements and QS 9000 standards.

1. Developed changes to the absence / tardy program that resulted in

improved utilization of manpower.

1. Managed all aspect of workers compensation, case management, liaison

with administrators and legal representatives, and light duty program.

1. Selected as internal auditor of QS 9000 requirements.

GARDNER DENVER MACHINERY INC. Quincy, IL 1995 - 1996

Manufacturer of Compressed Air and Petroleum Pumping equipment.

Manager of Human Resources

Responsible for employee and labor relations, safety compliance and

training, exempt/nonexempt staffing, salary administration, and employee

involvement programs at 375-employee facility. Key member of committee to

right size facility.

1. Key member of committee to re-engineer manufacturing facility using

business unit concept to right size management group, introduced broad

banding to management job descriptions, achieving saving of $1.7MM.

1. Implemented safety incentive program in conjunction with DuPont's "STOP

Safety Program "for hourly and supervisory employees.

1. Conducted labor relations with local I.A.M. (Machinists), including

grievance mediation, arbitration case development, and liaison with

Business Representative concerning company/union relations.

1. Rewrote hourly job descriptions to enable more flexibility and ISO. 9000

compliance.

GO/DAN INDUSTRIES, Peru, IL 1991 - 1995

Manufacturer of aftermarket and OEM heat transfer equipment.

Regional Manager of Human Resources

Responsibilities included labor relations, safety compliance and employee

training, workers compensation cost containment, staffing requirements,

benefits administration, employee incentive and involvement programs at

multiple Midwest sites, (11 facilities with 900+ employees).

1. Developed and implemented Gainsharing Program that created productivity

teams and committees, eliminating across-the-board annual wage increases.

1. Negotiated labor contract that reduced bargaining unit job descriptions,

resulting in a more flexible workforce and a 5% reduction in manpower

requirements.

1. Key member of strategic planning committee responsible for implementing

$3.5MM in cost reductions.

1. Established and delivered training programs: OSHA, JIT processes, and

supervisor / management enhancement.

1. Represented company when interacting with local, state and federal

government agencies: OSHA, EPA, NLRB, Department of Labor.

1. Conducted labor relations for unionized company locations in Ohio,

Texas, Colorado, and Illinois.

STEWART-WARNER HOBBS CORPORATION, Spring Valley, IL 1988 - 1991

Manufacturer of lighting and electrical components for the OEM automotive

market.

Industrial Relations Supervisor

Responsibilities included labor and employee relations, benefits and

workers compensation.

1. Maintained liaison between employees and management including the

negotiated settlement of local labor contract of 10/90.

1. Instituted absence and tardy program that maintained daily manpower

shortage below 3%.

1. Supervised and evaluated contract security service.

1. Initiated programs to limit workers compensation costs which saved

$70,000.

EDUCATION

Lewis University, Romeoville, IL

MBA, 50% completed.

DePaul University, Chicago, IL

B.A., Human Resources Management/Business

Certification/Credentials

Transportation Workers Identification Credential (TWIC)

Nuclear Site Security Clearance

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