Sales Management
Resume:
LING DAWES, SPHR
Princeton, NJ 08540
(H) 609-***-**** (C) 609- 751-4980 *********@***.***
Results-driven Human Resources professional with extensive leadership experience in domestic and global Human Resources
management at corporate and business units in Fortune 500 companies. Successful track record as a trusted advisor and
business partner who understands strategic, operational and financial fundamentals and has consistently integrated HR
priorities with the overall company objectives. Multicultural and multilingual (Mandarin, Japanese and French). Areas of
expertise:
Organizational Effectiveness Talent Management Diversity and Inclusive Strategy
Leadership Development Human Capital Planning Executive Coaching
Succession Planning Performance Transformation Project Management
Change Management Employee Relations Total Rewards
EXPERIENCE
DIVISION VP OF HR COX ENTERPRISES, NEW YORK CITY 2007 – 2009
A $16 Billion, 60,000 employee global leader in high tech and media industries. Provided strategic business and talent
solutions to three rep firms with over 1,000 sales professionals at 37 offices, in 15 states and $2.6 Billion billing revenue.
Designed and delivered formula-based sales compensation plans for 400 sales account executives, 60 selling managers
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and 100 non-selling managers. Developed a comprehensive and engaging communication process; successfully facilitated
the rollout and mitigated the risks this presented for each level of the sales organizations in only 3 months.
Designed and facilitated a performance management transformation simulation process to integrate operational,
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functional, and organizational change to ensure the effective implementation of the new sales compensation plans and
cultural change; successfully implemented a rigorous and disciplined performance feedback oriented rating system for
400 sales account executives.
Developed a new manager assimilation and onboarding process to support the Garnett acquisition of 22 stations with
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over $400 Million billing revenue. Significantly reduced the amount of time it took subordinates to overcome issues and
concerns about their new managers, enhancing the rapid integration into the Cox Rep Firms with little business
disruption.
STRATEGIC HR LEADER CORNING, CORNING, NY 2005- 2007
A $6 Billion, 26,000 employee world wide leader in specialty glass and high tech. Drove optimal business results impacting
1,800 scientific employees in the life science and technology community. Provided counsel and partner for functional
executive committee and divisional leadership to create, sell, and implement complex key HR initiatives aligned with
organizational capabilities.
Designed and implemented a customized talent management system with over 40 line managers to enable the Technology
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Community to effectively manage its talent building blocks including a hybrid competency model, external sourcing
strategies, talent movement, career development, and strategic retention.
Led a comprehensive global organizational change process involving 8 executive transfer packages, 15 managers moving
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positions including in and out of countries across divisions, and 3 high level communication plans to accelerate the rate
of major innovation. The project was originally planned to be executed in 6 months yet was accelerated and delivered
successfully in 3 months.
Led a company wide organizational initiative to develop a robust talent pipeline. The key outcomes were: defined
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program management competencies, creation of a new career path, and development and implementation plan with a
comprehensive curriculum for 300 global high potentials to be taught 80% by top company executives and 20% by
renowned thoughts leaders from Ivy League schools in a three year timeframe.
Led a cross-functional team of 7 senior HR managers to design and deliver client-based solutions for Recruiting Center of
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Excellence (RCOE). Engaged over 10 affinity group representatives to facilitate and drive the campus diversity recruiting
engine into high gear. The project resulted in 120 new diversity hires and received a distinguished leadership award for
this company-wide key initiative.
Ling Dawes Page 2
EVP OF HR LIFESTYLE COMMUNITY, COLUMBUS, OH 2003 - 2004
A $300 Million, 750 employees private company. Provided talent solutions to the finance mortgage, property, and energy
management business units.
Led and engaged employees at all levels to define the organizational vision, mission, and business plans for 3 divisions.
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Focused on developing a framework to enhance organizational effectiveness which led to 25% reduction in business
operating costs. Worked with the executive team to shape a high performance culture.
Audited the HR file system and mapped the company’s legal compliance and control processes. Conducted internal
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investigations into misconduct, sexual harassment, and age discrimination. Established the organization’s issue resolution
policy and grievance process.
SENIOR HR/OD CONSULTANT STANFORD STREAM ANALYTICS, PALO ALTO, CA 1999- 2003
Porras Consulting. Provided diagnosis of organization problems, construction of interventions to bring about planned
changes, and evaluation of outcomes.
Designed and implemented the Competency Model to provide clear development pathways to ensure a doubling in
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leadership capability in 18 months.
Implemented 360 Degree Instrument and coaching review to equip the management with leadership knowledge to
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preserve core values and improve organizational performance as the company scaled revenues to $50 Billion.
Led a pilot change management project for a spin-off during the due diligence process which addressed cultural issues
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and compensation strategies in support of value creation and employee retention. The project saved $3 Million in the
total hiring cost.
Identified salary ratio differences and worked with the Corporate Finance organization to create new stock option and
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bonus plans for 300 international employees based upon local benchmark data.
VP OF HR/OD SAE CORPORATION, SANTA CLARA, CA 1997- 1999
A $900 Million, 6,000 international employee company designing and manufacturing printed circuit boards. Provided HR
Management support for Finance and Worldwide Sales functions for 600 employees at headquarters and 6 subsidiaries.
Led a core leadership team to restructure the SAE global organization by consolidating 6 domestic and 2 offshore
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manufacturing sites into an integrated business organization. This resulted in an overall 30% increase in productivity
despite a staff reduction of 15%.
Initiated a needs assessment with the client organizations and identified key issues in the areas of HR management.
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Trained 200 business managers on relevant HR competencies including hiring, using compensation as a strategic tool for
attracting and retaining talent, promoting performance management, team leadership and project management skills
within an eight-month time frame.
Participated in the Mergers and Acquisitions due diligence process. Identified compensation and talent retention issues
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and provided a new manager’s assimilation program to facilitate the organizational realignment and culture integration.
The smooth transition of new acquisition into SAE resulted in a revenue increase of $5 Million in the first year.
INTERNATIONAL HR MANAGER DUPONT, SUZHOU, PR CHINA 1994- 1997
A $300 Million, 600 employee company producing polyester fiber products. Served as a business partner with the senior
management team to start up a world-class organization with 600 employees at a green field site in P.R. China.
Designed and implemented entire HR infrastructure, including policies, employee handbook, and performance
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management system. Managed DuPont’s international relocation, global mobility programs, and immigration.
Successfully negotiated labor and medical benefits contracts involving 600 local employees and 25 expatriates with local
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government to facilitate operational start-up.
EDUCATION
MA, UNIVERSITY OF ARIZONA
BA, NANJING TEACHERS’ UNIVERSITY
ADVANCED HR EXECUTIVE PROGRAM, UCLA ANDERSON SCHOOL
OTHER CERTIFICATIONS: CCP, CBP, GRP, AND 6 SIGMA GREEN BELT
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