Human Resources Management
Resume:
Janice Miholics
Red Bank, NJ *****
H: 732-***-****
B: 609-***-****
*********@***.***
Objective
Seasoned Human Resources professional with exceptional interpersonal, administrative, leadership and
strategic planning skills seeking an opportunity to leverage broad and extensive experience in an
environment that provides challenge and fosters creativity.
Merrill Lynch & Co.
July 1990 - present
Director/Team Lead, Employee Relations
June 2003 to present
Key contributor in the establishment of Merrill Lynch’s Employee Relations group in 2003, which provides
centralized employee relations expertise and counsel to approximately 40,000 US employees in home
office and branch office locations. Accountabilities include:
• Independently conduct reviews and investigations regarding concerns/issues within the workplace.
• Provide objective advice, recommendations and counsel in response to those concerns.
• Interpret Merrill Lynch policies and communicate recommendations to the business when
employee issues arise as to their implementation and application.
• Ensure that all activities and decisions made by business units comply with all state and federal
employment laws and regulations as well as Merrill Lynch policies.
• Use creative and strategic thinking when determining appropriate resolutions to a broad spectrum
of employment-related issues including performance management, leaves of absence, reductions
in force, harassment, discrimination, as well as wage and hour law issues.
• Engage in consultative relationships and partner with HR Management, Employment Law,
Compliance, employees and managers to aid and influence decision-making.
• Establish partnerships with HR management and have ongoing dialogue regarding issues that are
specific to their respective businesses.
• Consult with multiple levels of management to identify, prioritize and resolve HR implications of
business strategy and initiatives.
• Identify trends and training needs of the various business groups;
• Work with business partners to proactively implement awareness and education programs based
on their observation of trends.
• Develop and deliver presentations to all levels of employees, including proactive management
training, performance management and creating a harassment-free workplace.
• Manage 4 advisors in the day to day Employee Relations activity.
Vice President, Human Resources
January 2003 - June 2003
Relationship Manager to the Human Resources division. Partnered with senior HR leadership to develop
and implement a new model for the strategic delivery of Human Resources to the firm. Model included:
• Redefined Relationship Management role for HR interface and business partnerships;
• Creation of centralized HR Service Center for tactical delivery of HR policy, benefits, payroll and
operational support to employees and lines of business, including recruiting for phone
representatives and case managers;
o Assisted in the development training curriculum for a call center environment that
ensured the group remained closely aligned with the HR strategy.
Accountable for the coordination and communication of staff reductions and redeployments within the
division during the first half of 2003.
Primary point of contact for all Human Resources employee relations complaints, issues and investigations.
Vice President, Global Work/Life Strategies
June 2001 – January 2003
Accountable for the strategic direction and tactical deployment of activities related to the Firm’s Work/Life
initiatives, including the Global Employee Survey, the Global Feedback Survey, HR Research, HR Policy,
Flexibility Strategies (Process Consultations and Telework) and Family Care offerings.
Affiliation with industry organizations and research organizations such as the Corporate Leadership
Council, the Wall Street Compensation and Benefits Committee, the International Telework Advisory
Council and others to ensure Merrill Lynch’s work/life offerings were responsive to employee needs and
human resources trends. Chairperson of the Wall Street Benchmarking Committee, a consortium of 20
financial services firms established to share best practices and policy initiatives within the industry.
Managed 12 employees.
Primary point of contact for all public relations activities associated with Merrill Lynch's Work/Life
Strategies, including presentations at industry forums and interviews for industry publications.
Vice President, Global Telework Strategies
April 1998 – June 2001
Program design, development and delivery, including partnerships with Human Resources, Legal,
Compliance, Health and Safety, Medical, Technology and Purchasing to develop protocol for virtual work
environments that respond to employee feedback while considering the Firm's business needs and
compliance requirements; managed 8 employees.
Affiliation with industry organizations such as the Wall Street Compensation and Benefits Committee, the
International Telework Advisory Council and others to ensure the telework program remains responsive to
employee needs and human resources and technology trends.
Vice President, Client Services – Merrill Lynch Production Technologies
April 1994 – March 1998
Management of relationships between client areas within Merrill Lynch as well as select 3rd party clients
and MLPT. Accountability for several critical projects including the management of MLPT’s
Benchmarking Initiatives, the development and release of an RFP for Laser Print, Lettershop, Graphics and
Shareholder Services, the evaluation of respondents and subsequent recommendations to executive
management. Efforts and results led to the strategic outsourcing of the Shareholder Services business to
ADP in December 1997. Managed team of 10 Client Services Managers.
AVP, Human Resources – Merrill Lynch Production Technologies
July 1990 – March 1994
Administration of Firm policies and practices related to Human Resources, Employment and other
regulatory requirements; managed 4 employees.
Education
St. Peter’s College, Jersey City NJ - Liberal Arts
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