Human Resources Manager

Kevin F. Stouse

**** ********* *****, *******, ** 30041 Phone: 770-***-**** ac1nkl@r.postjobfree.com

Hands on Human Resources leader who functions as a strategic business partner by linking HR activities in support of the organization’s business objectives. Have built a successful record of accomplishments by leveraging business and financial acumen to develop proactive HR solutions. As a functional leader, quickly gain the trust and respect of diverse & multinational leadership teams in operationally-centric work environments. Comfortably engage as needed throughout the entire value-creation process, from defining the strategic direction to tactically executing the strategy. Described by operational leaders as “a business person performing HR work”. Areas of experience include:

Strategic HR Planning

Talent Management/Development

Succession Planning

Organization Development

Performance Management

Health & Safety Management

Employee/Industrial Relations

Training & Development

Incentive Compensation Design

Multinational Workforce

Regulatory Compliance/Employment Law

Continuous Improvement

Career History

Chart Industries, Inc. 2014 – April, 2017 Chart Industries is a leading global manufacturer of standard and custom engineered products/systems for a wide variety of cryogenic and industrial gas processing applications in energy and life science industries with $1 billion+ annual revenue and operations in the US, Europe and Asia with 5,000 employees.

Director, Human Resources/Global Director Organization Development - Canton, GA

Partnered with VP, Human Resources and delivered a wide range of HR generalist solutions across three diverse global business units.

Lead and managed the annual goal-setting process for the HR Leadership Team to ensure alignment with the company's business objectives encompassing strategic projects in: safety management, compensation/benefits, performance management, value-stream mapping HR processes, employee relations, staffing and talent development.

Regularly presented to the Executive Team and Board of Directors on HR initiatives & progress.

Negotiated with the Executive Team and incorporated the talent review step into the company’s annual management cycle in sync with the annual strategic planning, budgeting and goal-setting processes.

Developed a first-ever enterprise-wide comprehensive talent assessment system for succession planning and career management purposes. This system (Comparative Assessment Process - CAP 9Box) systematically assesses the organization’s talent depth by discipline, identifies the high-potential talent and their training & development needs.

Built and implemented a comprehensive global talent management & development platform in support of the business strategy.

Established progressive career tracks for nine disciplines from entry-level individual contributor to senior executive levels.

Mapped functional and job-specific competencies by career tracks to the annual performance review process, talent assessment, succession planning and strategic staffing.

Established the first-ever HR dashboard to bring organizational visibility and focus to HR-related metrics which positively shifted organizational decision-making process for people management for business leaders and HR professionals.

McWane, Inc. 2012 – 2014

McWane, Inc. is the largest privately held producer of cast iron products used for water distribution systems with an annual revenue of $2 billion, 35 operating facilities in the US, Middle East and China with 6,000 employees.

Vice President, Human Resources – Birmingham, AL

Developed a multi-year strategic roadmap for the HR function with specific deliverables, milestones and metrics in support of business objectives. Introduced and implemented a company-wide HR blueprint shifting from a decentralized/transactional HR operating model to a focused/specialized HR discipline, while capitalizing on existing resources. This shift allowed the HR function to become more strategically focused, as well as standardized the company’s HR systems and processes.

Refocused a redundant and narrowly-scoped HR organization model into strategic HR centers of excellence (COE), providing subject matter expertise for specialized HR activities (organization development, performance management, compensation & benefits, safety). Broadened and leveraged the influence of COE’s across the entire company.

Streamlined employee benefit plans and cost-sharing structure to better manage costs. Consolidated group health benefits and negotiated/ renewed benefit plans.

Partnered with University of Alabama and developed a customized Emerging Leaders Development Program.

Lafarge North America 2003 – 2012

Lafarge is the largest producer of construction materials with annual revenue of $21 billion, with operations in 75 countries and 80,000 employees globally. Held progressive HR leadership positions.

Business Unit Human Resources Director - Alpharetta, GA 2007 – 2012

Provided HR leadership for Eastern North America Business Unit with $700 million annual revenue and operations in Eastern U.S. and the Caribbean with 1,200+ employees.

Regional Human Resources Manager - Southfield, MI 2005 – 2007

Provided HR leadership to the largest Business Unit with $650 million annual revenue and operations in eight states and two Canadian provinces and 1,100+ employees.

Area Human Resources Manager - Alpena, MI 2003 – 2005

Provided HR leadership to a Market Area Business Unit with operations in four states, including the corporation’s flagship production facility 500+ employees.

Developed a cross-functional talent development/career mapping system identifying career progression paths for the “critical-trio” positions (General Manager, Commercial and Operations Manager). Identified “feeder” positions to the critical trio positions. Established staffing and development processes for feeder positions. This system was later adopted across all North America operations as a best practice.

Developed a comprehensive talent assessment system for succession planning, performance management and career management. This system, (Comparative Assessment Process - CAP 9Box), was used to systematically assess the organization’s talent pool, identify high-potential/professional employees and their training & development needs, as well as organization’s manpower planning requirements. The CAP system was described by operational leaders as “practical and valuable process”, which was later adopted across all of North America operations as a best practice.

Established an annual “goal alignment” initiative, whereby SMART goals were established at the senior level in the organization and cascaded down throughout the organization.

Initiated a comprehensive supervisory development program with customized content for developing frontline supervisors’ technical and soft skills. This program was later adopted in other divisions, resulting in the development of more than 300 frontline supervisors/managers.

Initiated a highly-sensitive wage normalization and pay-for-performance initiative at the company’s flagship operations in a state with strong organized labor sentiment, while maintaining union-free status. As a result, employees’ wages were adjusted to be internally equitable and externally competitive. Additionally, it provided employees a performance-based annual merit pay increase system based on individual performance level and contributions.

Facilitated an operations-wide cost reduction initiative with $2million savings opportunity.

Participated in interest-based union negotiations which resulted in successful multi-year contracts without interruption to operations. Successfully worked with organized labor groups represented by Canadian Auto Workers, US Steel Workers, Boiler Makers and Teamsters.

Praxair, Inc. 2000 – 2003 Praxair Semiconductor Materials (PSM) was a global business unit with $350 million annual revenue producing specialty gases for applications in microelectronics industry for companies such as Intel, NEC, and Texas Instruments.

BU HR Manager - Praxair Semiconductor Materials (PSM) - Richardson, TX

Led the HR function for multi-location operations with 500+ employees in U.S., Belgium, China, and Taiwan.

Printpack, Inc. 1990 – 2000

Printpack is the largest privately held manufacturer of flexible packaging products, with 21 manufacturing operations. Held progressive HR leadership positions including:

Division Human Resources Manager - Fredericksburg, VA 1996 – 2000

Plant Human Resources Manager - Grand Prairie, TX 1993 – 1996

Production Supervisor - Grand Prairie, TX 1991 – 1993

United States Marine Corps - Commissioned Officer 1988 – 1994 Achieved the rank of Captain. Held progressive assignments as Platoon Commander, Company Executive Officer, and Battalion Logistics Officer.

Education/Training

Master’s in Public/Human Resources Management - Midwestern State University

Bachelor’s in Political Science/Economics - Midwestern State University

Professional Human Resources (PHR) Certification

Korn Ferry (formerly Lominger) – KFLAP Certification

Success Factors - SAP Platform

Myers Briggs (MBTI)

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