Manager Management

BRICE BENFORD

HR MANAGER

Over ** years experience working in a manufacturing career that has focused on employee relations, developing organizations, focusing on organizational change through developing talent through succession planning and challenging managers to develop metrics to perform in a change management mode to enhance development toward key metrics in multiple locations. Being able to negotiate contracts, but empower supervision through top management to develop KPI’s that focused on the common goal of continuing to grow.

SUMMARY

Core Competencies:

Employment Law

Policy Development

Performance Reviews

Wage Administration

Compensation Reviews

Organization Development

Workers Comp Cases

EEOC, NLRB Investigations

Employee Engagement

Lean Manufacturing

Six Sigma Greenbelt

Organizational Change

OSHA Regulations

Recruitment

Multi-Site HR Management

EXPERIENCE

SHELL, RIVER ROUGE, MI March 2016 –Present

HR MANAGER (CONTRACT)

HR team of 4

KPI and Metric Development for production, cost, efficiency and delivery

Team approach for metrics from Site Manager to hourly workers to increase production

Targeted using multiple sites for key positions

Succession planning was combined Developed with quarterly performance reviews

Lowered absenteeism through employee engagement 24%

Lowered workers comp by 20% by finding jobs for employees to stay at work

BOSAL, YPSILANTI, MI Sep 2015 –Jan 2016

HR MANAGER (CONTRACT)

HR team of 5

Developed team to use KPI’s and metrics to have a uniform approach to change in culture

Negotiated UAW contract with no former knowledge of contract

Completed and ratified contract in 4 months

Taught Supervision on provisions of contract and changes

Focused management on KPI development for production, quality, cost, retention

Targeted recruiting using multiple sites for key positions

Plant Manager, and I developed metrics for change in production, quality and cost for all employees

Succession planning was combined Developed with quarterly performance reviews

Retention of management position dropped from 26% in 6 months to .5%.

TIME WARNER CABLE, State of Nebraska Feb 2013 – Sep 2015

HR MANAGER

HR Manager for 8 Business Locations (350 Employees, non-union)

HR team of 4 that were developed to use KPI’s and metrics to have a uniform approach to change in culture.

HR team with Management developed one on one meeting to drive change using KPI indicators for on-time, sales, construction, front counter, and customer relations.

A uniform approach enabled the culture change at all levels and locations

Union avoidance for 3 attempts at unionization, by using metrics to inform workers, and key meetings with all employees

Co-developed metrics for, knowledge of product, interaction level with clients, performance at closing tickets

Employee engagement surveys 3 months since inception of change rose 70%

Absenteeism dropped from 35% to 4% in this time period

Teamwork development by developing metrics for retention, recruiting, on time service, and sales.

Mentored 3 managers for career develop, using metrics to show change of culture and results

These metrics and all manager meetings, changed the dynamic of the culture

In 6 months, the Nebraska market became best in class for performance for profit, on-time arrival, new market gain, and market share.

Market share rose by 40%, profit rose by 30%, on time arrival became 1 hour windows at 98% accuracy

New markets became team planning for involving all groups to quickly immerse new markets.

Lowered worker’s compensation by 35%

SERCO, Lincoln, NE, TX Sep 2009 – Oct 2011

HR team of 3 in NE and 3 in TX

NE team size 500, TX size 550

3 Union attempts at organizing site

Union avoidance for 3 attempts at unionization, by using metrics to inform workers, and key meetings with all employees

Targeted teaching meetings with Management and Supervisors on unionization indicators

Co-developed, with Site Directors, metrics for, production of product, number of files closed, absenteeism, and performance for both supervision and team members

Employee engagement survey’s quarterly to track change in metrics

Lowered absenteeism by 38%,

Retention dropped from 25% to 2%

Changed with Site Managers, performance reviews and succession planning activities twice per year

KPI’s for production, cost, quality, and government interactions were developed

Transferred next up for Manager position to other areas to ensure business acumen

Proposed production layout change that was approved

Production changed increased production by 28%.

Targeted recruitment for key positions using multiple venues in both locations

Used KPI data for rebid for contract, as it showed a 20% increase in production each quarter

FORD MOTOR COMPANY 1996 –2009

Human Resource Manager Pilot Plant – Dearborn, MI (2005 – 2009)

Employee relation for senior management (24 Managers) and employees (325 hourly employees, 202 engineers). Total plant size was 560 to 700 depending on the programs being worked on in the facility.

Turned around union/management relationship that led to collaboration enabling new business to be brought into facility..

Lead Bargainer and implemented 2007 local contract,

Restructured organization using change management techniques to ensure changes in structure, employee job duties and salaried performance metrics occurred. Restructuring happened twice each year in a 2 year period.

As Safety Engineer, (Part of HR Manager at this plant) achieved top 3 in Ford for lost time rate, and lowered restricted days by 85% for 2008.

1st Chair bargaining local agreement w/UAW saving $1.2M year and creating work rule changes which modeled the change in operating metrics, with room to change as business demands changed.

Lowered absenteeism by 82% in 6 months (best in class for division).

Lowered workers compensation claims by $1.2M in bookings by working with safety to return employees to work they could perform.

Improved safety programs focus on behaviors reducing lost time case rate by 92% savings ($2.2M /year).

Subject matter expert in national negotiations for computerized grievance system that lowered grievances nationally by 25%.

Developed KPI’s and employee engagement survey’s for each location for corporate objective with management

Directed management through two rounds of forced salary reductions without disruption to business objectives and deliverables. Used change management techniques to ensure KPI’, performance reviews were followed.

Retention strategies achieving a 98% retention rate compared to 92% for rest of company.

Empowered OCM to share hard truths with entire workforce that fostered a true partnership with local UAW who softened work rules to allow productivity to rise 27% and developed the workforce to engage in partnering with plant management to ensure the strategic direction was followed by the entire workforce.

Labor/Salaried Personnel Manager, Ford Chief of Staff Organization - Dearborn, MI (2002 – 2005)

HR Manager for 3 Business Units with 4 separate unions (Approximately 450 employees)

Supported Chief of Staff Organization (42 Executives, 850 employees) composed of seven different groups of varied professions.

Reorganized salaried workforce and restructured work duties due to the lowering of managerial staff due to outsourcing of guards. Used organizational development and KPI’s to drive the strategic direction after restructuring of managerial workforce.

Directed change in operating model for 3 separate functional groups safety/security forces to reflect new working model after outsourcing. Led functional groups to model the strategic direction using KPI’s for production and quality for employee development.

Lead Negotiator for the 4 unions securing give backs and the right to outsource their group if continuity of operations could be secured.

Facilitated for HR outsourcing of guards in three locations plus achieving $5 million annual savings.

Facilitated for HR outsourcing of portion of Office of General Council saving of $2 million per year savings.

Included in this organization were 5 functional groups with approximately 350 employees.

Reorganized the structure of the overall organization to take advantage of synergies and foster close working relationships within a dysfunctional group, both with management and the unionized employees.

Created job duties, with Ford legal and managers, for Vendor to follow addressing different work patterns and duties throughout company.

Computerized and implemented grievance system in 13 plants by working with local UAW presidents and HR Managers.

Computerization revealed a 25% decrease in grievance written in plants that used the system.

Member of finance, legal and company travel team investigating credit card fraud and were able to secure repayment of $1.2M for company.

Part of team focusing on performance review changes, compensation modeling, and objective setting standard for Ford.

Partnered with executive VP changing competency model for managers to reflect the change in strategic direction.

Developed change management and KPI’s to ensure competency model

Employee survey’s revealed a 90% approval of change

Increased female and diversity in group by 56% through new hires

On team developed anti-harassment pamphlet and training that was taught across entire company.

Salaried Personnel Manager –Dearborn Assembly Plant, Dearborn, MI (2000 – 2002)

On HR team that developed and implemented procedures to transform both salaried and hourly team into a lean manufacturing team.

Changed hourly/salaried personnel into work teams using KPI’s for production and quality using lean manufacturing techniques from using mass production techniques.

Labor Relations Representative –Dearborn Assembly Plant, Dearborn, MI (1998 – 2000)

Responsible for approximately 22000 employees.

Developed computerized grievance creation and tracking system.

Hired over 100 employees, ran grievance agendas, terminated employees.

Part of the negotiation team that bargained local contract.

Only safety and HR Person on afternoon shift.

Safety Engineer- Dearborn Engine Plant, Dearborn, MI (1996 – 1998) 900 employees

Performed ECPL verifications for 3 plants on over 12,000 machines, and detailed Confined Space placards on all confined spaces in 5 plants.

EDUCATION

MS, Occupational Safety & Health, Murray State University - 1996

MBA, Western Michigan University - 1986

BS, Business, Murray State University - 1985

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