Jacqueline Y. Watley-Love, MPA, SHRM-CP

**** ***** *****, **, ************, AL 36265

ac1u0e@r.postjobfree.com / 205-***-****

www.linkedin.com/in/jacqueline love

Qualifications Summary

M.P.A., SHRM-CP, and BS degree in Commerce and Business Administration. Over 20 years of human resources experience. Shaped high-performance cultures at Fortune 500 companies with progressive technical resources, prolific communications, and robust development programs. Employs current human capital practices that attract and retain high-potential talent. An influential and successful company leader with the ability to address multiple employee relations issues, providing leadership guidance while managing multi-site locations. Strategic thinker with proven experience addressing problem situations using decisive action. Adept at establishing strong rapport with others: upward, downward, and across the organization. Work well under pressure, as well as admit to and learn from mistakes. Flexible, long-range planner with experience working alone or as part of a team to meet or exceed corporate goals. Recipient of numerous awards for design and execution of leadership development and employee training programs.

Key Competencies

Strategic HR Planning

Change Management

Succession Planning &

Development

Organizational Effectiveness & Development (OED)

Regulatory Compliance

Employee Relations, Diversity & Inclusion

Talent Acquisition & Retention

Workforce Management

Performance Management

Project & Program Management

Multi Site HR Consultation

Field and Corporate Collaboration

People/Talent Management

Process Improvement

Employment Law

Professional Experience

ROSE INTERNATIONAL Montgomery, AL 2017-Present

Human Resources Business Partner/Contractor-Cerberus YP $2.4B Marketing Solutions Provider, over 5,000 employees.

Served as HR consultant and advisor to Executive Director, Senior Operations Managers and Inside Area Sales Managers on business deals to an organization of 500+ bargaining and non-bargaining Telesales employees in Birmingham, AL and Jacksonville, FL call centers.

Interviewed leaders to identify key workplace issues and developed HR strategies and solutions (e.g., training and development for new and existing leaders, training and retraining of leaders on key HR policies and process and Code of Ethics and Business Operations). Resulting in: Development and implementation of Phase I: New Manager Training, “Learning to Lead” Lunch ‘N Learn program to help new leaders transition to their new roles, build leadership competence, increase communication, and demonstrate care for employees. Result: Program adopted as Best Practice and implemented across various locations within Cerberus YP.

LIMESTONE COUNTY BOARD OF EDUCATION Athens, AL 2013-2016

Human Resources Department Director/Coordinator

Provided strategic leadership direction to HR department and on-going HR consultation to superintendent, executive directors, principals, and assistant principals to an organization of over 1,200 employees.

Oversaw HR department budget of $300,000.

Developed and implemented sound Executive and Administrator level hiring, interviewing, and selection practices which transformed hiring, interviewing and selection process for all certified and non-certified positions.

Increased background screening compliance by 150% amongst 300+ volunteers by deploying a new, web-based background system (e.g., SecureVolunteer).

SOUTHERN COMPANY SERVICES (AL) and MISSISSIPPI POWER (MS), a Southern Company 2000-2013

Human Resources Business Partner, Staff (2000-2013) $17.46 billion Premier Energy Provider, over 26,000+ employees

Consultant to Senior Vice President/Senior Production Officer, four-Plant Managers, 12 Group Managers, and over 40 Team Leaders and over 500 bargaining and non-bargaining employees in five power generating plant locations within the Mississippi Power.

The leadership team identified new EPA standards for Mercury and Toxic Standards (MATS) would create a significant impact on current and future workforce needs. As project lead, facilitated strategy meetings with cross-functional leadership teams and completed detailed analysis to determine new organizational structure for each plant including long term staffing and training needs. The workforce plan was considered a best practice within Southern Company Generation. Retained top performers in midst of restructuring and downsizing, securing 70% of FTE’s in new workforce plan.

Jacqueline Y. Watley-Love, MPA, SHRM-CP, Page 2

Collaborated with leaders and identified the need to build external and internal recruiting strategies to attract diverse candidates, build a pipeline of skilled, quality candidates, and to improve the promotion rate of internal candidates. Created the Recruitment Advisory Committee, empowered employees to engage in local recruiting efforts, career fairs, public speaking engagements, internal Lunch and Learn Sessions, New Employee Integration and Buddy Program. Committee became a prototype across the system and was adopted by neighboring plants. The strategy was modeled by another region to increase the representation of women within the plants.

Identified inconsistencies in the performance management process and inequity in employee performance evaluations and performance ratings. Developed performance standards, refined quarterly performance calibration meetings, audited performance evaluations and developmental plans, and facilitated management training focused on coaching, counseling and performance feedback. Performance results improved and employee satisfaction measured by employee engagement survey increased from 3.78 to 4.0 over two-year timeframe.

Lead organizational culture change to improve plant performance. Initiated an organizational effectiveness campaign for under-performing plant with deficient safety record. Partnered with plant leadership to develop comprehensive strategy focused on people, process, technology, and equipment. Campaign resulted in improved safety and overall plant performance, and increased employee satisfaction and loyalty. Employee engagement survey results increased from 3.69 to 4.2 out of 5.0 within three-year period, demonstrating a fully engaged workforce and significantly improving ability to attract, retain, and develop top talent.

Talent Management Coordinator (2003-2004)

Led system-wide talent management program across 32 plants in five states, serving as subject matter expert to Chief Executive Staff. Designed and delivered model leadership development program recognized by CEO. Managed workforce development initiatives that resulted in improved plant performance.

Appointed as HR project lead for system wide initiative to develop promotional criteria required for engineers to advance within the job family. Partnered with assigned leaders to review existing criteria and practices and to determine promotional criteria used for rotation though advanced assignments. Designed Engineer Career Development Guide used for promotion of engineers. Guide is currently in use.

UNITED PARCEL SERVICE OF AMERICA BIRMINGHAM, AL 1992-2000

Human Resources Regional Administrator (1999-2000) $61 billion Package Operations and Supply Chain revenues, more than 436,000 employees globally

Provided leadership to exempt and non-exempt human resources staff responsible for recruitment and selection, employee relations, training and safety functions. Supported nine business units, two division managers, five operations business manager and approximately 700 bargaining and non-bargaining employees.

Implemented community impact programs resulting in improved workforce conditions for the City of Birmingham and surrounding areas.

Served as company liaison to community organizations including colleges, trade schools, and state employment agencies to launch and maintain strategic sourcing program.

Human Resources Administration Supervisor (1994-1999)

Conducted market research and competitive analysis to design strategic compensation plan for non-exempt employees. Implemented compensation structure and refined performance appraisal process.

Developed and implemented strategy to retain top performers during corporate restructure, successfully retaining 90% of FTE’s in new workforce plan.

Facilitated employee communication during labor strike. Answered employee calls, disseminated critical information and evaluated the pulse of the organization. Summarized information for management to help with negations and expedite employee return to work.

Participated in MNUS campaign (Maintain Non-Union Status) for non-exempt, non-covered administrative and technical employees. Maintained open-door policy and two-way communications to address issues/challenges, and create a transparent work environment between employees and leadership.

Education/Professional Certification/Additional Training/Professional Associations

Master of Public Administration - Jacksonville State University, Jacksonville, AL

Bachelor of Science - University of Alabama, Tuscaloosa, AL

Additional course work towards: MBA - University of Phoenix and JD – Miles College

Society of Human Resource Management Certified Professional (SHRM-CP), SHRMAPP29713, exp. 06/30/2020

Human Resource Information System (HRIS): PeopleSoft and McAleer/Harris • Applicant Tracking Systems (ATS): Taleo • SearchSoft • Frontline Solutions (Aesop) • Kronos • Softdocs • eBoardsolutions • SecureVolunteer • Microsoft Office Suite

Society for Human Resources (SHRM) • Alabama Association of School Personnel Administration (AASPA)

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