Human Resources Management

MARK E. COLEMAN

** **** ****** ***** **** Califon, NJ 07830

Ph: 908-***-**** Cell: 917-***-****

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

EXECUTIVE MANAGEMENT

STRATEGIC PLANNING ● HUMAN RESOURCES ● WORKFORCE PLANNING

SUMMARY

Human Resources leader with a demonstrated track record of implementing organizational development initiatives within

major manufacturing environments with over 3000 employees. Advised senior management of The New York Times and

United Parcel Service on human capital management strategies and instituted initiatives to meet current business needs and

future strategic goals.

CORE COMPETENCIES

• Visionary leadership • Talent

•

Organizational development

management/assessment

• Manufacturing industry • Change management

Team building

•

• P&L management • Six Sigma/metrics

Leadership

•

• Expense • DDI Targeted Selection

training/development

•

control/reductions Exempt/non-exempt recruiting

• Mentoring/coaching

• Performance management

Labor relations

•

PROFESSIONAL EXPERIENCE

The New York Times

1999 - 2009

Director, College Point, NY 2005 –2009

Played a key role in planning a large-scale plant consolidation project. Collaborated with corporate human resources,

legal and outside vendor to facilitate the reduction in force from 1200 to 800 employees, achieving a savings of over $90

million annually. Actively participated in a targeted selection process to identify 80 managers from an existing pool of

120.

Accountable for managing a $32 million annual budget representing 20% of the total plant

operations expenditures. Oversaw 235 employees and a service transportation fleet providing time-critical retail

and home delivery of 700,000 daily and over one million Sunday newspapers from Boston, MA to Philadelphia,

PA.

Managed the relationships of seven key vendors to assure contractual compliance. Achieved

30% reduction of operational expenses.

Reduced $3 million of payroll and non-payroll expenses through streamlining human and

capital resources.

Human Resources Manager, Print Production Division 1999-

2005

Formulated, implemented and evaluated strategic leadership development plans that enabled the division to meet

critical goals. Key initiatives achieved an increase of overall production and performance by one standard deviation.

Created a behavioral interview process to ensure EEO and AAP. The program resulted in

certifying 25 managers in targeted selection interviewing and diversity selection techniques. Efforts resulted in

achieving 51% increase in selecting qualified applicants with a diverse background.

Collaborated with senior management to develop a process for talent assessment that was

adopted as standard operating procedures.

Introduced statistical process control to facilitate the implementation of Six Sigma methodology

to over 180 managerial employees.

Directed and instructed team that ultimately was awarded a $500,000 training grant from the

NJDOL.

Played a key role in creating a nine-month, department specific manager training outline that is

95% still utilized.

As part of a HR Media Group team, developed an employee survey that received an 80%

participation rating.

Conducted leadership sessions on team building, performance management and succession

planning.

MARK E. COLEMAN ● page 2

PROFESSIONAL HISTORY (CONTINUED)

Coached senior leaders on business and talent management strategies, including performance

management, succession planning and 360-degree feedback process.

Exceeded annual staffing requirements of senior managers by 30% during peak season fiscal

year projections.

Appointed by VP of Production as a member of The Times Staffing Committee. This committee

was charged with succession planning for critical roles, identification and development of high potentials.

Interviewed senior candidates and oversaw recruiting process with 95% retention of diverse

talent.

Facilitated, administered and reviewed the 360 degree feedback process for senior leaders in

Production.

United Parcel Service

1982 - 1999

Earned several promotions for implementing optimization initiatives and management changes which increased

production by 40% and established a team focused environment of accountability.

Operations Supervisor, Edison, NJ 1998-1999

Instituted workflow processes that enabled the department to process 20,000 to 25,000 packages

in 3.5 hours.

Increased production rate from 119 – 127 packages per hour to 146 packages per hour which

exceeded initial cost plan projections.

Human Resources Manager, Edison, NJ 1992-1998

Developed and managed staff of five responsible for recruitment, selection, retention and termination for a workforce of

over 3,000 employees. Facilitated downsizing and reorganization efforts and coordinated voluntary buy-out and early

retirement packages. Facilitated health and safety compliance guidelines such as OSHA, DOT and Keter. Trained and

directed administrative employees that handled staffing and retention responsibilities.

Facilitated the creation and delivery of a bi-annual employee opinion survey. The survey

attained a, first-ever, 92% participation and employee involvement.

Conducted management development and training in areas such as sexual harassment,

affirmative action, impartial employment and business conduct and compliance.

Enhanced human resources customer services through process improvements and establishing

cross-functional relationships with operations and business development management teams.

Effective contract negotiation and positive relationship with teamster union resulted in a union

free administrative department.

Operations Supervisor, New York, NY 1986-1992

Supervised 300 employees to assure the daily flow of 125,000 packages per in a three hour time span.

Reduced service failures of one per 1000 to one per 2500.

Reduced turnover rate by 30%

Reduced absenteeism and tardiness through employee recognition programs and aggressive

disciplinary plans.

Reduced workforce from 790 to 90 F/T employees. Implemented P/T employee structure.

Part-time Operations Supervisor, Columbus Ohio 1982-1986

Improved production schedule from 4.25 hours to 3.5 hours and charged with overseeing process flow.

EDUCATION/TRAINING

Seton Hall University

South Orange, New Jersey

MBA in Management, Expected graduation 2010

GPA 3.89

Franklin University

Columbus, Ohio

BS, Business Management

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