Manager Training
Resume:
RON WAGNER
Bothell, Washington 98012
********.**@*****.***
www.linkedin.com/in/ronwagnerhrexec
A HR EXECUTIVE DELIVERING CHANGE STRATEGIES THAT DRIVE BUSINESS GROWTH
EXECUTIVE SUMMARY
A strategic and versatile HR executive with a proven performance record in change/performance management, succession planning, talent acquisition, leadership development, employee engagement, HR policy/procedure implementation, and regulatory compliance. Leverages polished communication skills to develop internal/external partnerships and networks, collaborate with key stakeholders, and coordinate with senior leadership on strategic direction. Excels at impacting performance through process development, strategy planning, and employee engagement. Delivers forward-thinking solutions to drive employee satisfaction/retention and improve performance, supporting fast growth for high-performance organizations.
WORK HISTORY HIGHLIGHTS
WALMART STORES, INC. Auburn, Washington
www.walmart.com
Regional HR Director 2008-2017
Strategic HR Leadership Contributions
Directed HR strategy for geographically dispersed three-state region of 102 retail stores with workforce of 22,000 employees. Administered remote HR point of service delivery system and supervised eight market HR managers.
Led team in spearheading empowerment initiative contributing to $9,200,000,000 in sales for 102 facilities across three states. Executed continual improvement of key HR metrics over nine-year period.
Routinely partnered with field leadership team to ensure strategic goal alignment and develop tactical HR action plans that contributed to business strategies. Designed leadership development and succession plans for key salaried positions. Reduced time to fill for key management positions by 25%.
Served on HR council as well as functioned as mentor for four new peers. Managed three additional regions over 12-month period.
Change Management Project Success
Led cross-functional project team in administering annual performance management processes serving as cornerstone of employee performance for 100,000 employees over four regions.
Directed project team in improving annual engagement process for division, impacting employees in 300 business units.
oConducted annual employee engagement surveys and follow-ups.
oImproved employee engagement scores for region by 9% within first year, with continued annual growth improvements for eight consecutive years.
Developed more effective onboarding process for newly hired field HR managers, including implementing organized plan for peer mentorship of new hires and reducing onboarding time by 30%.
HR Service Delivery Achievements
Coordinated HR regional initiative and designed communication strategies to fully engage workforce and provide ready access to employee benefits services. Directed annual and midyear employee performance discussions as well as administered annual talent review sessions.
Partnered with compensation service team in adhering to compensation strategy and practices. Routinely called on to counsel peers and direct reports on policy interpretation and corresponding disciplinary actions across the region.
Served as representative of company labor team to ensure fair management of labor organizing opportunities within federal regulations. Routinely assigned to conduct investigations of ethics/policy violations and workplace complaints, resulting in zero labor organizing attempts in nine-year period.
Cost-Effective Talent Management Contributions
Established reliable talent pipeline to quickly deliver mission-critical talent needs by establishing workforce development partnerships with targeted universities and local community organizations. Improved workforce planning effectiveness, leading to 20% increase in quality external hires.
Devised and implemented succession plan and mentoring program for business units and market-level positions. Leveraged aggressive growth strategy aimed at 30-store expansion over two-year period in allowing for seamless talent pipeline to quickly secure hourly/salaried employees across all business units.
Routinely collaborated with learning and development to identify talent identification processes as well as aligned leadership development programs for high-potential talent. Implemented program under train the trainer concept, executing over two-month period for all key high-potential participants.
ASSOCIATED BANC-CORP Green Bay, Wisconsin
www.associatedbanc.com
Senior Vice President, Director of Organizational Development and Training 2006-2008
Cost-Effective Training Program Management
Organized organizational development and training team to support company-wide new process improvement initiatives, mergers, and acquisitions with timely and cost-effective training. Managed $5,000,000 budget and directed team of 23 personnel in training delivery for employees in 320 locations across four states.
Reengineered online training curriculum and renegotiated service delivery agreement with third-party vendors, resulting in cost savings of $150,000 annually.
Oversaw instructional designers partnering with management to assess annual training and development needs as well as worked within budget demands to deliver training programs on time and within budget.
Drafted guidelines and processes adhering to federal/state financial annual certifications and compliance training, avoiding costly fines and penalties. Redesigned compliance training, achieving 100% completion prior to targeted timeline. Minimized need for time-consuming follow-ups as well as potential risk of fines and non-compliance penalties.
Directed and facilitated system/service training and devised change navigation programs to facilitate acquisition of eight-branch bank as well as supported conversion of new operations system.
Workforce Development Leadership
Reengineered organizational leadership competencies and succession plan to support strategic initiatives within first year, providing more consistent process for talent review and identifying high-potential talent.
Collaborated across organization in redesign/redevelopment of performance management system to more closely align competencies to corporate strategic initiatives.
Organized training of over 150 commercial bankers in supporting key initiative to drive consultative selling. Partnered with third-party consulting firm to complete program within seven weeks.
Performance Management Achievements
Improved annual and semiannual performance review processes, implementing modifications and providing training as needed to deliver seamless and objective competency-based performance management process.
Designed and launched new-hire onboarding process for all job families, supporting comprehensive small business and retail banking strategy.
Implemented annual organization-wide associate engagement survey, including full reporting of results to executive team. Established consistent approach to measuring year-over-year change in associate engagement.
ADDITIONAL EXPERIENCE
ACE HARDWARE CORPORATION, Oak Brook, Illinois, Director, Retail Training and Organizational Development, 2005-2006. Conceptualized and created two-year strategic plan focused on redesign of training/development programs for existing stores and personnel, culminating with deployment of retail store online learning model. Served as member of corporate diversity council, change council, and budget committee. Managed full responsibility for $3,000,000 revenue-driven department budget. Supervised team of 16 managers, supervisors, and field trainers in delivery of expert training and development. Established key goals for new director position as well as realigned team to deliver leadership development and retail store training.
Director, Organizational Development and Learning Systems, 1999-2005. Advanced organization-wide development process through new manager and senior consultant of organizational development. Conceptualized and built Ace University, realizing training participation increases of 50% to 60% per year. Co-designed competency-based performance evaluation system; aligned careers to organizational objectives. Orchestrated management development conferences. Propelled participation in tuition reimbursement program by 300% during first year of service. Provided leadership development programs impacting more than 2,000 retail store owners per year. Earned Workforce Magazine Optimas Award and ATD Excellence in Practice Citation for creation of training ROI study.
SEARS BRANDS, LLC, Hoffman Estates, Illinois, Manager, Developmental Resources, Home Improvement Services, 1997-1999. Developed overall focus for newly created position; designed and conducted consultative training initiatives in support of company and licensee home improvement businesses, in-store sales members, and call center employees. Created content, organized and managed deliveries of sales/consultative training initiatives impacting field associates; call centers; remote site contractors; 5,000 in-home sales members; and 25,000 store employees.
Manager, Sears University/National Training Program, Chicago Region Campus, 1993-1997. Contributed to design of corporate university and management programs impacting 5,800 managers; 145 classes; and 120 national trainees in four years. Directed creation, schedules, and deliveries of all training courses. Consulted on course design for region and district managers. Oversaw recruiting, hiring, and training for corporate executive training program. Executed and tracked performance of training programs designed for new management trainees. Served as national training manager; held additional roles across Midwest and northwest U.S.
EDUCATION
BALL STATE UNIVERSITY, Muncie, Indiana
B.S., Marketing
AFFILIATIONS
Association for Talent Development (ATD)
Society for Human Resource Management (SHRM)
Board Member, Workforce Snohomish
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