Human Resources

Gary J. Gombita

**** ******* ***** **.

Lebanon, Ohio 45036

Cell: 513-***-**** ********@***.***

PROFESSIONAL OBJECTIVE:

A challenging and responsible position as a Vice President/Director of Human Resources focused on achieving organizational excellence, team building and maximizing human resource efficiency in a results-oriented work environment.

SUMMARY OF QUALIFICATIONS:

Experienced in all facets of human resource management to include strategic planning, performance management, compensation, recruiting and staffing, policy development, employment law, benefits administration, budgeting, training and development, employee relations, union avoidance and effective communications. Additional experience as an industrial engineer/continuous improvement practitioner.

Over twenty years of progressively responsible human resource management experience with an emphasis on implementing best in class human resource programs, policies, and procedures in multiple domestic and international locations (North America, South America, Europe and the Far East).

Master’s degree in Labor and Human Resource Management from Ohio State University.

Certified Senior Professional in Human Resources (SPHR) through the HR Certification Institute and Senior Certified Professional (SHRM-SCP) through the Society of Human Resource Management.

POSITION REVIEW:

Jan. 2016 – Aug. 2017: Meridian Bioscience, Inc.

Developer, manufacturer, seller and distributor of clinical diagnostic test kits, purified regents and biopharmaceutical products across all spectrums of the life sciences industry.

Vice President, Global Human Resources (Promoted from VP of Human Resources, North America)

Reviewed, assessed, reorganized and improved U.S. and international human resource department processes and procedures. Utilized the principles of lean manufacturing to standardize HR metrics data collection, analysis and reporting. Established standard operating procedures for key functions. Implemented value stream mapping and streamlined critical processes to eliminate redundancy, improve efficiency, and reduce response time. Introduced and shared best practices across domestic and international divisions to establish world-class performance, support and service.

Reduced salesforce turnover from 85% in 2016 to 25% YTD in 2017 with a target to achieve 20% or less in the years to come. Revised and raised base salaries, commission plans and incentive programs to competitive market levels. Conducted numerous focus groups to determine the most significant issues and concerns facing salesforce employees impacting retention. Improvement initiatives transitioned the salesforce culture from being a waystation to other organizations to becoming a company of preferred destination in the life sciences industry. Recognized by the EVP of Sales and U.S. Sales Director resulting in a leadership award as a result of positive accomplishments.

Selected to lead the organizational rebranding initiative with the assistance of an outside marketing service. Prioritized efforts to create an updated, positive image to existing customers. Briefed the board of directors and all levels in the organization on strategic goals, progress, and project management plans for improvement.

2012 – Dec. 2015: Huffy Corporation

Manufacturer, supplier, and distributor of name brand and licensed wheeled recreational products and accessories. Primary bicycle supplier to Wal-Mart, Target, Academy and Costco.

Vice President of Human Resources

Developed and implemented a capability inventory assessment designed to identify individuals within the department responsible for key tasks and assignments and their secondary backups to perform these responsibilities. Primary focus was to identify positions that are “one-deep” for critical functions and ensure adequate support through internal resource development or external procurement while maintaining performance continuity, mitigating risk, and ensuring excellent customer service.

Introduced formal succession planning assessment tools used to identify high potential candidates for promotion and executive development. Established an advanced level training and development matrix which was self-paced and multi-media module based. Courses concentrated on leadership, critical thinking, strategic planning, qualitative and quantitative analysis and effective communication. The Board of Directors praised the program initiative as being one of the most successful in the company’s history.

Revised and updated salary range targets for professional and skilled labor job titles utilizing free market and Aon/Radford targeted wage and salary surveys. Ensured salary competitiveness by developing broad band ranges measured against established qualification requirements. Verified that budget allocations were adequate to support recruited positions. Utilized “smart-hire” techniques aimed at reducing recruiting costs and improving the quality of candidates for open positions. Introduced the utilization of job boards, social media access, university pipelines, professional networking, and military to private sector transition programs to enhance recruiting efforts.

Director of Human Resources

Updated and revised organizational policies to comply with recent changes to the Family Medical and Leave Act, I-9 certification, rulings by the NLRB on social media protections and modifications to the Americans with Disabilities Act. Trained all employees on policy changes. Rewrote the employee handbook to match policy and practice. Posted policies and handbook to the intranet for convenience and easy access. Successfully championed efforts to make Huffy a national employer of choice.

Created a global performance evaluation system which linked strategic and business plans, company core values, training and development initiatives, merit compensation, and job description verification to evaluated measurable criteria. Conducted training for all levels of the organization on the new performance evaluation process. Correlated evaluation scores to merit compensation received for each individual utilizing standard deviations. Developed individual employee improvement plans to address areas that were identified to be deficient and to improve individual efficiency, effectiveness, knowledge, skills, and abilities. Performance evaluation process was hailed by executive management as the most effective and meaningful evaluation system used by the organization in the last 20 years.

Selected by the President/CEO to act as the change agent for organizational advancement and improvement. Streamlined the organizational structure, leveled the number of direct reports for each supervisor, eliminated redundant meetings and reports and centralized information processing with an emphasis on visual controls and metric based management systems.

Significant improvements in efficiency, teamwork, morale, and communications resulted in a promotion to Vice President of Human Resources with global human resource responsibility.

2009 – 2012: Aisin USA Manufacturing, Inc. (AUM)

Manufacturer of automotive door frames, molding and trim, and manual and power seat assemblies for Toyota, Honda of America, Subaru, and Chrysler. AUM is the North American flagship operation for Aisin Japan, collectively, the 4th largest automotive parts supplier in the world.

Vice President and General Manager of Human Resources and Plant Operations

Responsible for the strategic direction, tactical implementation, and forward progress of all facets of human resource management, administration, and plant control in support of over 1700 employees and contract team members located in multiple domestic and international manufacturing facilities.

Developed an integrated program of succession planning for all management and supervisory employees to include revising job descriptions and adding core competency requirements. Expanded training plans to correlate with development preparation for advancement to the next level and supplemented performance evaluations with self-evaluation and “one up and one down” evaluation input. Program was heralded as one of the finest succession planning initiatives in the Toyota Supplier network.

Established a comprehensive safety and environmental program to include employee awareness training at the start of every shift, management safety patrols, top-management review of all recordable injuries and near-misses at the incident site, and the creation of a safety training center. As a result of these efforts, the OSHA recordable incident rate decreased from 5.7 to 1.1 and the number of lost time days decreased from 63 in 2009 to 5 in 2011.

Developed and introduced labor cost control methodologies used to track production efficiency, quantify the number of human resources necessary to meet sales requirements, and optimize profit through overtime control, production line balancing and model mix sequencing. Cost control measures and assessments became the standard for all Aisin North American manufacturing operations.

Chairman of the company benefits committee. Redesigned the company’s health and medical plan to better meet the needs of a diverse employee base by offering a choice of variable coverage plans, creating a wellness incentive program and introducing weekly health care seminars. Employee survey results ranked the health coverage and wellness programs as exceeding employee expectations on

every level. Facilitated numerous communication sessions regarding Health Care Reform changes and ensured compliance with applicable timeline milestones in support of the law.

Conducted an organization-wide assessment of human resource practices, procedures and policies focused on regulatory compliance, employee relations, and employee development. Corrected numerous wage and hour deficiencies and classification issues, improved payroll processing and customer service responsiveness, and trained staff in proactive system audit techniques to ensure future quality, reliability, and HR efficiency.

2005 - 2009: Human Resource Synergy, LLC

Human resource management consulting firm specializing in ensuring human resource regulatory compliance, employee training and development, implementing best practices human resource policies and procedures, executive/management coaching, staffing, recruiting and job placement, and positive employee relations.

Human Resource Consultant

Responsible for assessing human resource business unit efficiency and effectiveness in a broad range of manufacturing and service organizations. Conducted numerous human resource operational audits and employee surveys designed to identify organizational strengths and weaknesses. Performed gap analysis and implemented programs and processes to improve human resource and organizational performance.

Established and implemented organizational training and development programs utilized to enhance employee continuous improvement and advancement aligned with business needs. Conducted training seminars on a myriad of human resource related courses to include coaching and counseling, front-line leadership, legal supervision, harassment, union free work environments, corporate governance, project management, performance evaluation, and effective communication.

Provided advice and counsel and ongoing coaching and consulting to top-executive management, functional heads and human resource managers throughout a wide-spectrum of business units on all matters relating to human resources, compensation, diversity initiatives, and people development.

Directed the recruitment and staffing efforts in support of a wide range of salary and hourly positions ranging from senior management, operations, engineers, and accounting professionals to machine maintenance, production assembly line technicians, and quality control analysts.

1990 - 2005: American Showa, Inc.

Precision parts supplier to Honda of America, Harley-Davidson, Mitsubishi North America, Subaru, Kawasaki, and Yamaha. Premier manufacturer of power steering and shock absorber components produced by over 1,500 employees in three geographic locations.

Vice President of Human Resources. Corporate Secretary. Compliance Officer (1997 – 2005)

Responsible for the total direction, performance, regulatory compliance, budget development and accountability, strategic and tactical planning and mission activity of the company’s human resource, legal, and administration business functions.

Measured plan versus actual performance results on a monthly, quarterly, and annual basis. Identified and corrected performance gaps to ensure that the goals outlined in the strategic and tactical plans were being accomplished. Used information to optimize business performance, energize the workforce and provide meaningful feedback to employees at all levels.

Administered the company’s total compensation and benefits system to include exempt and nonexempt salary and wage equity reviews, 401(k) due diligence, and performance evaluation processes. Chairman of the corporate 401(k) steering committee. Implemented a 401(k) safe harbor plan. Coordinated all wage increases and ensured internal wage and salary pay equity for all locations and pay levels in the organization. Conducted numerous wage and salary surveys to ensure competitive rates of pay.

Conducted quarterly human resource audits and risk management reviews at multiple plant locations to include effectiveness and efficiency measurements of human resource programs and customer service. Compliance procedures served as the model for other companies within the Honda supplier network. Received numerous awards and recognition for outstanding human resource customer service from Honda’s executive level staff.

Negotiated property and casualty, health and medical insurance coverage and premiums with insurers. Implemented wellness and other significant cost-containment programs to reduce health care premiums. Cost reductions totaled over $1.5 million from 2003 to 2005. Initiated a plant level risk management program, which facilitated the achievement of highly protected risk (HPR) status resulting in a 30% reduction in the annual insurance premium.

Established and staffed Human Resource departments in support of Showa global operations in Canada and South America. Selected management staff to lead the human resource support effort and created the architecture for human resource system integration of best practices policies, procedures and standards. Provided ongoing support, global networking, and consultation through regular monthly activity reviews. Served as the keynote speaker on several occasions to review best practice activities and efforts through formal presentations at global human resource conferences in Japan.

Director of Human Resources (1994 – 1997)

Monitored and modified organizational and employee training and development initiatives to maximize human capital resource allocation and retention. Implemented a variety of training methods from contract outsourcing to internal computer based, self-paced skills development programs.

Identified human resource needs and recruited technical and non-technical personnel in support of two major plant/organizational expansions from 350 to over 1200 employees in a three-year period. Determined essential job functions based on operations standards for a variety of departmental positions ranging from staff to production operations to technical/engineering support.

Coordinated the successful merger of two companies to include the standardization of wages and benefits programs, policies, support systems, organizational structure, levels and titles, and training and development initiatives. Successfully petitioned the NLRB for decertification of unionized warehouse employees.

Served as the focal point and approving authority for all human resource legal defense and contract authorization business decisions to include internal corporate governance administration. Exemplary record in defense of all legal challenges and workers’ compensation and unemployment claims.

Human Resource Manager (1990 – 1993)

Created clear and meaningful human resource policies and business operating instructions for company-wide implementation. Explained policy changes at company-wide meetings and addressed policy issues utilizing small group meeting formats. Created an employee handbook to compliment company policies.

Implemented a structured employee selection process focused on selecting the best available applicants by introducing realistic job previews and critical incidents interviewing methodologies. Validated job selection criteria based on statistical data collection and correlation and regression analysis. Achieved a 50% reduction in turnover of new hires selected through this process.

Improved the employee corrective action program to emphasize enhanced supervisory coaching and counseling prior to initiating progressive disciplinary action. Emphasized front-line leadership training and fair and consistent treatment of employees. Effectively reduced policy violations by 75% and involuntary turnover by 65%.

Established a company-wide Quality Circle program focused on team building and group problem solving. Developed company policy and organizational handbook on continuous improvement and total quality management. Recognized by the Ohio Manufacturers’ Association, the Association for Quality and

Participation, and Honda of America for outstanding achievement as a Quality Circle Facilitator.

1983 – 1990: United States Air Force

Served in a variety of duty assignments to include stateside and overseas locations. Air Force Commission received as a result of outstanding scholastic achievement and an exemplary enlisted service record.

Management/Industrial Engineer, Commissioned Officer – Captain, United States Air Force. Recognized for Meritorious Service (1983-1990)

Management Engineering Officer providing process engineering services and support for over 8,500 military and civilian personnel working in 16 divisions at Wright-Patterson AFB, Dayton, OH.

EDUCATION:

Ohio State University, Columbus, Ohio

MLHR Degree: Master of Labor and Human Resource Management

University of Central Florida, Orlando, Florida

BA Degree: Sociology and Organizational Development

Air Training Command USAF, Biloxi, Mississippi

Management/Industrial Engineering Certificate

Certification and supplemental training in numerous Executive Management and Human Resource related courses used to maintain current SHRM-SCP and SPHR status.

PERSONAL DATA:

Member – Society of Human Resource Management (SHRM) – Senior Certified Professional (SCP).

Certified Senior Professional in Human Resources - SPHR

Member – International Foundation of Employee Benefits.

Former Vice-Chair, Indiana Workforce and Economic Development Board of Directors.

Former Commissioned Officer, United States Air Force. Honorable Discharge. Management Engineer of the Year, Air Force Systems Command. Numerous commendations. Top Secret Sensitive Compartmented Information (TS-SCI) security clearance.

Member Omicron Delta Kappa National Leadership Honor Society.

Annual Fund Raising Volunteer – American Cancer Society.

Contact this candidate