Project Manager Human Resources

STEVEN H. MARSCHNER

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

734-***-**** Woodhaven, MI 48183 *********@***.***

SUMMARY

Over 15 years experience implementing human resource practices in various work environments, (factory,

corporate office, distribution center, etc.) My effort s have resulted in increased employee engagement and

productivity as well as streamlined HR practices.

PROFESSIONAL EXPERIENCE

GENERAL MOTORS CORPORATION 1996-Present

Senior Human Resources Manager, Global Communications (2006–Present)

Responsible for the implementation of cultural improvements in addition to policy administration for a 400

member Global Communications Function.

Successfully developed and implemented restructuring plan to satisfy headcount reduction target as dictated by

presidential appointed automotive task force. Engaged executive level leaders of the GM Communications

function in the development of an organizational structure that would satisfy government dictated resource

reductions, yet continue to meet business needs. The new structure is in place, with little loss of business

continuity in the process.

Incorporated a competency based process to reduce the subjective nature of decisions regarding compensation

and resource development. Worked with leadership to develop a set of core competencies, and then

institutionalized these competencies in the function. Currently this same set of 20 competencies is used by the

functional leaders for everything from issuing discipline to selecting candidates for promotions. This has

allowed for a common language for all leaders to use when assessing employee performance.

Improved and strengthened overall Human Resources Management by developing a multiyear plan. Prior HR

planning was handled on a quarterly or even monthly basis. Developed and implemented a plan that

incorporated the necessary elements structured in a multiyear planning calendar. This plan has allowed leaders

to gain greater consistency and focus on developing employees, as well as increase performance related

communication between leaders and employees.

Human Resources Manager GM North American Sales and Marketing (2002–2006)

HR responsibility for the following GM marketing brands. (Hummer, Saturn, SAAB, Cadillac, Chevrolet, Buick,

Pontiac, GMC)

Integration of the Saturn organization into the existing General Motors functional areas. Project manager for

the transfer of over 500 executive, technical, and non-technical employees of the Saturn organization.

Responsible for the brand channel integration of Buick, Pontiac and GMC into the BPG brand channel.

Research and development of marketing organizational structure that would accommodate a severely reduced

personnel budget effectively reducing overall structural cost by 20%.

Plant Personnel Director GM Service and Parts Operations (1998–2001)

Responsible for all hourly and salary personnel issues for GM Portland Oregon, PDC

Lead management negotiator for two local agreements with UAW Local 496, gaining consensus on over 250

demands. This agreement resulted in a yearly plant level savings of $400,000.

Administered implementation of local and national agreement.

Developed a communication process with the Plant Manager and Union Leadership that resulted in a 40%

reduction in employee grievances.

Created and produced a shop rule training module, including manual for new supervisors. This process was the

catalyst for a large improvement in overall plant labor relations.

STEVEN H. MARSCHNER Page Two

Production Supervisor GM Service and Parts Operations (1996–1998)

First line supervisor for GM represented employees assigned to the Material Returns and Shipping departments.

Recognized as divisional supervisor of the year.

Completed 16 week supervisor training program, resulting in a promotion to first line supervisor.

Instituted several Synchronous Projects resulting in a one year productivity gain of 30%.

Developed a transmission core return practice that resulted in increased throughput and productivity. This

process was later adopted at several other facilities throughout the country.

VIA INTERNATIONAL, Wayne, MI

Account Representative 1993-1996

Developed a reverse logistics program that resulted in a 50% reduction in a major transportation lane between

Detroit and Chicago.

Implemented a trade show and marketing campaign that resulted in the acquisition multiple new accounts.

UNITED AIRLINES, Dearborn, MI 1992-1993

Customer service and training representative

EDUCATION

MA, Organizational Management, University of Phoenix (classroom study), Portland, Oregon.

BA, Communications, California State University, Long Beach, California.

AA, General Studies, Henry Ford Community College, Dearborn, Michigan.

PROFESSIONAL DEVELOPMENT

Maintaining a Harassment Labor Relations and Contract Providing Candid

Free Work Environment Negotiations Training Constructive Feedback

Leading Change Project Management Plant Safety Training

Operations Supervisor Optimizing Organizational Saturn Cultural Training

Training Capability

CORE COMPETENCIES

Action Oriented Approachability Building Effective Teams

Integrity and Trust Presentation Skills Conflict Management

Managing Diversity Customer Focus Creativity

PROFESSIONAL AFFILIATIONS

American Society of Training and Development – Ann Arbor, Michigan

Council of Logistics Management – Detroit, Michigan

Public Relations Society of America – Detroit, Michigan

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