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Human Resources Manager

Location:
Fayetteville, Pennsylvania, 17222, United States
Posted:
May 28, 2010

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*********** *********

*** ******* *********

Fayetteville, PA 17222

(717)***-**** - home

(814)***-****-mobile

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

Senior Level Human Resources Role

Human Resources/Organizational Development/Recruitment

Results driven, highly motivated, ethical leader with process driven

achievements in global manufacturing, human resources, organizational

development, talent management and strategic planning. Consistently

demonstrated outstanding results in multiple industries. Expert change

management leadership skills combined with broad knowledge base of human

resource solutions, organizational team building, international labor and

manufacturing. Capabilities provide consistent enterprise-wide

productivity, cost, quality, and customer service improvements while

enabling business processes and functions.

Areas of Expertise

. Strategic Business Planning

. Building High Performance Teams

. Organizational Integration

. Multi-Facilities Management

. Global Human Resources Footprint

. Talent Management

. Labor Relations

. Health and Safety professional

. Lean Six Sigma Green Belt

. Facility closure and expansion

Career Progression

Volvo/Ingersoll Rand - Shippensburg, Pennsylvania June 2003-August 31, 2009

$1.2 billion road machinery product line manufacturing organization

acquired by Volvo in May 2007

Vice President Human Resources May

2007 - August 2009

Responsible for global human resource function with an annual operating

budget of $30 million. Global Human Resources Footprint consisted of 5

manufacturing sites with locations in India, China, Germany, Canada and the

United States. Human Resources management included compensation, labor

relations, talent management and retention, recruitment and employee

development, safety, communications and training. Two direct reports, five

indirect, and thirty-two functional professionals with responsibility for

approximately 2,000 associates worldwide.

. Developed and implemented the Talent Management Model that created one

comprehensive talent process for the Identification, Assessment,

Development and Deployment of talent across the business line. Talent

model emphasized education, employee engagement, recruitment, rewards and

retention in an efficient and executable structure. Implementation of the

model resulted in retaining 99% of top 100 identified key business line

personnel and increasing Women in Management diversity objective from 8%

to 10% in 2008.

. Developed structure and charter for the Goderich Canada plant closure

focused on workforce stabilization, talent retention, technology

relocation, employee assistance, legal and union agreements, plant

security and safety, risk mitigation and continuation of human resource

services. 2nd chair at the negotiation table that secured plant closure

agreement with ratification vote of 83%.

. Created, aligned and focused the human resources integration strategy and

vision to transform five independent facilities into one harmonized

global business line. Successfully created and implemented a seamless

global human resources structure allowing for process coordination and

goal alignment through strong business and functional leader

relationships. Responsible for saving $16 million dollars during pension

asset transfer process.

. Transformed business line culture by creating an aligned strategy that

promoted collaboration and consensus within the structured global

governance model allowing for employee engagement, ownership and

commitment to the Volvo Way. Voluntary survey participation levels were

increased from 72% to 95% and delivered Employee Satisfaction Index

improvement from 27% to 66%.

. Developed business line corporate citizenship program designed to create

social responsibility and engagement within each local community. In

2008, employees volunteered approximately 1000 hours in service to

community events worldwide.

. Achieved ISO 18001 certification in Goderich Canada in 2007 and Bangalore

India in 2008.

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Director Human Resources North American Operations August 2006

- April 2007

Led human resources function within the operations group focusing on

delivering business partner model in this 900 employee non unionized site

located in Shippensburg. Three direct reports responsible for $4.5 million

budget providing progressive human resource services establishing credible,

trust-based and constructive relationships with all levels of management.

Organizational development and recruiting responsibilities consolidated

into this role.

. Received Green Belt certification for recruitment project that reduced

time to hire metric by 15 days with a cost savings of over $400K.

. Eliminated overtime and upgrade overpayments saving the organization

$47K.

. Local project manager for the enterprise wide compensation project,

receiving Chairman's award for excellence. Project created one

standardized compensation structure globally for Ingersoll Rand.

Organizational Development and Recruiting Manager April 2005

- August 2006

Managed and responsible for organizational development and recruitment

activities for the business line headquarters located in Shippensburg

Pennsylvania. Developed structured training plans and implemented lean six

sigma disciplines for the operations, sourcing and engineering functions.

. Developed, supported and implemented cross cultural change workshop and

training reducing competency gap levels within engineering by 15%.

Training was instrumental in delivering $4.3 million dollar VA/VE savings

and $13.4 million gross productivity savings within sourcing.

. Reduced recruitment backlog from 47 open positions to 15 within 3 months.

. Proposed, authored and received $1.2 million grant from the State of

Pennsylvania for use in six sigma and lean manufacturing training.

Human Resources Manager June 2003-

April 2005

Led human resources function for the Bismarck Bobcat Compact Equipment

business. This role was a key member of the Bismarck North Dakota

leadership team and provided human resources support for two manufacturing

sites with an overall North American unionized population of 2500 in four

distinct business segments - Excavators, Skid Steer Loaders, Toolcat, and

Attachments. Directed and managed staff of 13 human resource professionals

between two facilities with a general operating budget of $21 million.

. Mentored and developed three human resource staff members for movement to

other key roles within the Bobcat human resources leadership team.

. Developed and implemented career ladder and progression structure

providing roadmap for employee development expanding cross functional

development and movement by 10%.

. Provided human resource leadership for the Gwinner location for 9

months in absence of HR manager.

. Part of team that successfully maintained union free status at the

Litchfield Minnesota facility during the 2005 organizing attempt.

. Engaged new leadership team in transforming the Bismarck site into a VPP

Merit facility with the ergonomics program recognized as a best practice

by OSHA.

. Developed, facilitated and successfully defended the harmonized policy

changes focused on return to work and defined management rule

modifications. Changes decreased loss time accident rate by 15% and

cemented specific management rights provisions within the existing

contract.

. Member of the new employee orientation team that provided a common

toolkit for all incoming employees. Process team created a merit

spreadsheet that was determined Ingersoll Rand best practice and was

implemented across the enterprise.

. Facilitated and partnered with the Union and the Bobcat Human Resources

leadership team to create a harmonized employee profit sharing program.

Rexam Beverage Can Americas - Longview, Texas November 2001 - May 2003

Manufacturer of beverage cans and products.

Human Resources Manager - Member of the Longview cross-functional

leadership team with 140 unionized associates. Business partner to the

Houston Plant Manager that assisted with the closure of the Houston

facility. Worked closely with the Longview Management Team to develop and

create standard work procedures designed at increasing plant efficiency,

safety, quality and delivery.

. Developed and implemented training program instrumental in receiving the

Select Supplier Certification from Anheuser-Busch.

. Company advocate at Texas Cartage Arbitration Committee meetings.

Increased the percentage of successful arbitrations from 10% to 25%.

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Page 3

Federal Mogul - Cambridge, Ohio December 1998 -

November 2001

Manufacturer of spark plugs for the automotive and aftermarket industry

Human Resources Manager

Led the human resource function in this 300 person unionized facility

directing staff of 3 professionals. Responsible for $3 million budget and

tasked with enabling business performance through human resource

principles.

. Negotiated and successfully ratified 4 year local and master agreement.

Led and held the position as chief spokesperson for the local

negotiations and 2nd chair at the master negotiations.

. Instrumental in formulating, developing and implementing a joint

Union/Management safety committee, accident investigation and ergonomic

team increasing the plant safety score from 45 to 75. Recognized by

Federal-Mogul for safety by receiving the Bronze and Silver Safety Awards

in consecutive years.

ITT/Lear - Roscommon, Michigan December 1996- November

1998

Automotive manufacturer of completed seat frames and products.

Human Resources Manager

Member of the site leadership team in this 300 person unionized facility

directing staff of 4 professionals.

. Instrumental in formulating, developing and implementing strategies

converting the facility from a traditional organization structure to a

self-directed work team structure.

. Developed enrollment plan for 401k program resulting in 51% of the

workforce actively enrolling in the Retirement Savings Plan, highest

during any initial union enrollment within Lear.

. Developed proactive Safety program reducing costs by 72K and achieving

225 day Loss Time Accident record in 1998.

. Developed supervisory training program reducing written grievances by

65%.

. Developed salary and hourly training certification and compliance

procedures under the QS9000 4.18 Training Element achieving QS9000

certification in April 1997.

United Parcel Service - Johnstown, Pennsylvania January 1988- June

1995

Transportation and service industry provider. Worked and went to school

full-time and continued with employment after receiving undergraduate

degrees. Positions held include supervisory roles in the preload, reload

and package car areas. Held blue collar labor positions in the preload

and reload areas including a union leadership role as shop steward.

Member of Management team receiving Center of Month Award - April 1990

Pre-loader of the month - April 1988

As reload supervisor, increased package per hour rate from 175 pph to 251

pph.

Education:

Saint Francis College - Loretto, Pennsylvania -- August 1994 - July 1995

Master of Arts in Human Resource Management and Industrial Relations

Thesis: Americans with Disabilities Act

University of Pittsburgh- Johnstown, Pennsylvania -- August 1987 - December

1991

Dual Bachelor of Arts in Economics and Political Science

Professional Affiliations:

Society of Human Resource Management Central Pennsylvania HR Association

Junior Achievement United Way

Professional Certifications:

Advanced Leader Business Management Strategic Change Leadership

OSHA 10 and 30 certification MBTI Certified Professional

360 Feedback certified Dale Carnegie Graduate Assistant

Cornell University HR Strategy Six Sigma Green Belt



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