Human Resources Training

HELEN LINDER, SPHR

** ******* ****, ********** ********, PA 19067

( Cell: 715-***-**** ( ************@*******.***

Relationship-building OD professional with strengths in HR start-ups and

sustainable change management that promotes lifelong learning, systems

transformations, talent development, team building, and succession

planning. Internal leadership consultant in union and non-union

manufacturing, consumer products, and mail-order companies.

Proactive HRD decision-maker with talent for re-engineering, training

development, and executive coaching for capacity building and

organizational growth. Experienced in HRIS and continuous-learning program

development.

VALUE OFFERED

? Leadership Development ? Transformation & Change Management ? Lean

Manufacturing

? Succession Planning ? Executive Coaching & Consolation ? Training &

Staff Development

? Strategic Planning ? Team Building & Staff Retention ? Employee &

Labor Relations

? Safety Teams & Training ? On-the-Job & Return-to-Work Programs ?

Performance Improvement

professional experience

CHARMING SHOPPES INC. 10/08/2001 to 7/12/2010

CATHERINES, Division of Charming Shoppes (CSI), Bensalem, PA 3/2/09 to

7/12/10

Retail Company specializing in plus size retail stores with 493 stores and

4,000 employees nationwide, 4 direct reports.

Vice President of Human Resources (promoted from Director of Fashion Bug)

. Provided strategic direction and lead the brand ELT in the development of

our 3 year strategic plan.

. Developed leadership training for brand "A" talent leadership to build

bench and retention.

. Lead the stores human resources for 493 stores in 48 states with ER,

recruitment, training employment law.

. Lead Culture change initiatives and Time Management initiatives for brand

to reducing the number of meetings and work load.

. Developed and Managed Budget for department which included total company

headcount/salaries.

. Change Leadership and organizational restructuring for the Merchandising

Department through the Act Vertical Process streamlining the processes.

. Performance management and 360 degree feedback for brand and identifying

the talent pool for development and retention.

. Advising the Brand Leadership on organizational design and structure to

assure the right people were in the right place.

. Lead Marketing Department through Value Stream Mapping process to

indentify waste and stream line the process, leading to a reduction in

time to complete the approval process.

FASHION BUG., Division of Charming Shoppes (CSI), Bensalem, PA 2/1/08

to 3/1/09

Retail Company specializing in plus size retail stores with 1,000 stores

and 10,000 employees nationwide, 4 direct reports.

Director of Human Resources

. Lead Human Resources: for all stores and corporate associates within

Fashion Bug as well as all the shared services associates.

. Training and development: Lead T&D for entire Charming Shoppes Bensalem

campus; providing 33 training programs throughout the year.

. Change Leadership: Drove change in Fashion Bug field through education,

consistent practices, training.

. Succession Planning: Lead the FB corporate and field group through the

succession process and building individual development plans.

FIGI'S, INC., Division of Charming Shoppes (CSI), Marshfield, WI 10/2001

to 2/1/2008

Direct mail order catalog company with 274 FT, 125 PT, and up to 4000

seasonal employees in 7 facilities.

Director of Human Resources (promoted from Senior Manager)

Key member of executive team with full P&L for $30 million budget. Senior

HR Generalist with division oversight for recruitment, staffing, training,

talent development, layoffs, OD, benefits, compensation, government

compliance (AA/EEO, ADA, OSHA, ERISA, FMLA, FLSA), and safety. Supervised 3

direct reports and 4 indirect reports.

. Change Leadership: Led initiatives in lean manufacturing, value stream

mapping, re-structuring, e-learning, talent development, and succession

planning. Oversaw transition management in merger with CSI (2005).

. Strategic Planning: Instituted paradigm shift from continuous cost

cutting to revenue improvement and branding strategies. Partnered with

key corporate committees to drive mission-critical change programs.

. Executive Coaching: Created and delivered coaching for company president,

VPs, and managers. Focused on team building, employee and labor

relations, talent development, OD, and cultural change management.

. Training: Headed up corporate Leadership Training Council with HR VPS

from 7 divisions and developed 3-day leadership training, new-hire

orientation, and on-boarding process. Led training for groups up to 250

on topics such as ethics, call center service, communications, risk

management, diversity, safety, and motivation.

. HRIS Conversion: Transitioned from manual to HRIS records management and

reporting for more accurate and real-time data tracking. Updated legacy

payroll system twice (PeopleSoft, ADP, Abra) in 3 years.

. Recruitment: Saved $300,000 (60% reduction in costs) through innovative

advertising, recruiting, and labor policies such as job fairs in malls,

free busing, and flex time scheduling for students and stay-at-home

mothers.

. Compensation: Re-aligned seasonal salary plan and increased wages by 20%

over 5 years to increase recruitment and retention. Added peak-season

incentives, shift differentials, and referral programs to attract quality

workers. Negotiated and approved salaries and merit increases up to $20

million (total compensation).

. Cost Controls: Reduced worker's compensation by 20% ($200,000) and

contained vendor contracts, including advertising and busing, to $250,000

annually despite rising fuel, labor, and supplier costs.

. Performance Management: Led changeover to software-based performance

review system (CompPlanner). Trained 50 managers and executives on

system, as well as 40 HR managers (train-the-trainer) company-wide.

LAND O'LAKES, Spencer, WI 3/2000 to 10/2001

National processed-cheese manufacturer with 500 employees (primarily union)

on 3 shifts (24/5)

Manager of Human Resources

Oversaw diverse HR functions: recruitment, hiring, training, salary

negotiations, benefits and compensation, union relations, payroll, worker's

compensation, safety, and regulatory and audit compliance. Supervised 4

personnel.

. Change Management: Transformed HR from administrative to strategic-

partner role, working closely on 6-member senior management team. Gained

trust of union employees and leadership through proactive outreach

efforts and even-handed union grievance process. Recruited 100 hourly,

supervisory and management staff.

. Program Development: Designed and introduced HR programs in succession

planning, on-the-job (OJT) training, return-to-work training, maintenance

apprenticeship, and new-hire orientation. Saved 15% of worker's

compensation costs, reduced turnover by 10%, and built learning

partnership with technical college.

. OD Leadership: Instituted enterprise-wide (4 divisions) FMLA process and

tracking. Innovated and implemented 360-degree feedback process for plant

management and ensured regular performance reviews for 50 non-union

employees. Designed and delivered multi-media training for groups up to

100.

minnesota corn processors, Marshall, MN (corporate headquarters) 3/1998

to 11/1999

Corn-processing plants (24/7 operation, non-union) with 350 employees.

Purchased by ADM in 2001.

Manager of Human Resources

2 clerical reports. Directed hiring, training, safety, plant security,

FMLA, worker's compensation, affirmative action, regulatory compliance, and

performance reviews at MN plant.

. Performance Improvement: Collaborated with 2 production managers to

design and launch performance standards for new-hire training program

that reduced turnover by 50%. Tracked new-hire progress in meeting

production standards on Honeywell system and initiated weekly OJT

training exams for promotion to operator.

. Staffing & Training: Brought exempt and nonexempt employees on board via

Internet and college recruitment, job fairs, and hiring agencies.

Negotiated management salaries up to $50,000. Led training and co-

training for 200 employees in safety and communications with small groups

of 20 and interactive sessions.

MARSHALL ENGINES, Kearney, NE (corporate headquarters) 5/1996 to 3/1998

Auto engine re-manufacture company (sole proprietorship) with 100 employees

that grew to 200.

Manager of Human Resources

Challenged with start-up of HR department in planned growth phase of

company with no support staff.

. HR Management: Established and managed industry-standard personnel

policies including recruiting, hiring, salary negotiations, benefits and

compensation, payroll, training, worker's compensation, 401K, safety, and

legal and government compliance (OSHA, EEOC, ADA, and DOL).

. Recruitment & Training: Doubled size of company by recruiting and hiring

exempt and non-exempt employees for non-unionized setting. Pioneered ESL

classes for Hispanic workers. Developed and led 6-week customer-service

training program for sales group.

EDUCATION & cERTIFICATION

Master's Degree, Organizational Development - University of Phoenix

(online)

Bachelor of Science, Business Administration / Human Resources - University

of Nebraska-Kearney

SPHR Certification - Society for Human Resources Management (SHRM)

Technology Summary: Windows XP, MS Office, Word, Excel, Access, PowerPoint,

Outlook, PeopleSoft, Abra, ADP, CompPlanner, Brass Ring, Blackboard,

webinars (LiveMeeting), and teleseminars.

PROFESSIONAL AFFILIATIONS

Faculty (part-time), Lakeland College, Wisconsin Rapids, WI - Leadership &

Ethics (undergraduate) - 2007

Blended classroom with in-person and virtual students; use Blackboard

interface for assignments and resources

Member: Society for Human Resources Management (SHRM), American Society for

Training & Development (ASTD), Stevens Point (WI) SHRM Group, Marshfield

(WI) Human Resources Group.

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