Human Resources Management

Lois Hoyt

Vice President - CARDINALE GROUP OF COMPANIES

Riverside, CA 92508

********@*****.*** - 951-***-****

Authorized to work in the US for any employer

WORK EXPERIENCE

Vice President

CARDINALE GROUP OF COMPANIES - Monterey, CA -

2017-07 - Present

Human Resources

$50M large holding company in the automotive industry retail space specializing in new and used vehicle sales and proprietary media marketing

products for the entire automotive industry. 720 employees; 15 locations, 3 states. www.cardinaleway.com

• Develop rapport with key decision makers at various divisions and regions

• Align as member of executive team to develop an ironclad succession plan and legacy blueprint

• Create a needs assessment and establish core Human Resources functions through a strategic plan

• Build Human Capital management system for recruiting, screening and selecting top talent

• Launch single-sign on whole scale HCM technology platform to replace and consolidate antiquated applications

• Outsource labor intensive programs that continue to deplete internal talent resources and/or increase liability

• Assess risk and target non-compliance issues to reduce unintended liability issues

• Conduct quarterly training for employees and management on various business and leadership topics

• Develop detailed HR staffing and administrative model and infrastructure

• Create plan to strengthen culture, including the design of employee engagement surveys, create culture, and track results for steering retention decisions

• Streamline united processes for consistent replication across all divisions

• Craft the employee handbook, company-wide policies, procedures, flow charts, and guidelines.

• Coach, guide, and counsel management on high risk employment matters; serve as PMK mediations/ arbitrations

• Establish standardized leave of absence and other compliance protocols across all regions

• Design performance management and goal setting systems

• Support EOS structure and guide divisional management on improving results

• Negotiate, assess and revamp existing health and welfare benefits programs and develop 5-year strategy to increase value proposition for employees and reduce company expenses

• Travel 85% of the time to various regions and divisions

• Create budget and analyze metrics to measure results and identify future trends Lois E. Hoyt - HR Executive Resume 2

ADJUNCT

COLLEGIATE - Pomona, CA -

2005-03 - Present

ADJUNCT (COLLEGIATE) TEACHING EXPERIENCE

Over 15 years of continuous adjunct professorship in the development, facilitation and delivery of classroom instruction through textbook, social media, e-learning, team, synchronous, asynchronous and creative methodologies. Assist, coach and guide students through course concepts to synthesize application as well as assess student progress, measure results, and assign grades. CALIFORNIA STATE POLYTECHNIC UNIVERSITY, POMONA (CAL POLY) March 2005 - Current School of Business, MHR Department Organizational Behavior and Leadership Courses Sr. Vice President/Chief Human Resources Officer

ALTURA CREDIT UNION - Riverside, CA -

2016-04 - 2017-05

1.3B not-for-profit financial institution with 13 retail branches throughout Riverside County serving more than 117,000 members. www.alturacu.com

• Performed strategic functions as part of the C-suite executive team steering organizational change and Credit Union

financial success through continuous improvement initiatives

• Prepared reports for presentation to the Board of Directors, and served as advisor for HR related matters, including

talent management, comp and benefits, training, engagement, and leadership

• Assessed and implemented best practices model for all functional areas of Human Resources

• Analyzed and expanded employee "value-added" benefit offerings; increased employer contributions while reducing

Credit Union's overall benefit costs by more than $60k in first year

• Streamlined recruitment process to reduce dark time by over 62%

• Enhanced the employment separation process to be more formalized and legally compliant

• Introduced an ADR (Alternative Dispute Resolution) system to help accelerate win-win conflict resolutions while reducing escalated complaints, external resources and legal fees

• Developed formal internal investigative process to ensure consistent, equitable and fair treatment of all parties

• Launched cloud-based Payroll/HRIS system conversion for streamlined analytics, controls and compliance

• Outsourced Leaves of Absence process to improve efficiency and consistency, reduced undue liability, internal labor

costs and resource allocation by more than 26%

• Championed formalized ergonomic process to reduce and prevent abuse and over-utilization by more than 21%

• Structured a "reasonable accommodation" review process for determining appropriate and fair treatment approvals

• Designed curriculum model for management training; developed criteria for leadership development program in conjunction with long-term succession planning

• Conducted policy reviews and updated Employee Handbook, policies, procedures, and processes to better align with legal compliance while securing employer protections and establishing HR best practices

• Created analytics for recruitment, payroll, benefits, LOAs, training, performance management, and turnover

• Led team of 7 professionals serving in various HR related capacities and functions. REASON FOR LEAVING: New CEO hired and immediately eliminated several executive positions in radical reorganization, including CHRO position.

Vice President, Human Resources

INTERNATIONAL ASSOCIATION OF PLUMBING AND MECHANICAL OFFICIALS (IAPMO) - Ontario, CA -

2013-04 - 2016-04

World Headquarters, Ontario, CA

Vice President, Human Resources

$170M global organization assisting governments with clean water legislation and initiatives; leader in product testing of mechanical and plumbing

equipment; establishment of industry codes; membership association and training; lobbyist and governmental committee activities. www.iapmo.org

• Advanced HR best practices internationally for streamlined efficiency across all business units, and established HR

centralization portal for international entities.

• Championed launch of full service HRMS, payroll, benefits, and recruitment programs and integration of technology

solutions for streamlined efficiency

• Led teams in HR, Payroll, Administration, and Loss Control departments (a collective team of nine).

• Built and delivered presentations to help update, develop and educate the Board of Directors.

• Developed, streamlined, and led whole scale change initiatives to enhance HR support of the company's growth

• Repurposed excess budget funds for more broad-based, value-added programs to better serve workforce majority

• Created an employee branding model with "global neighborhood" inclusiveness to expand cultural awareness

• Developed tools and metrics to increase HR effectiveness across all platforms of functional service

• Addressed disputes using strategic based solutions to reduce greatest liability and enhance employee engagement

• Designed global communication strategies and educational training initiatives to increase compliance, shared values of inclusiveness and cohesiveness

• Facilitated trust, rapport, and collegial alignment with various departments to strengthen confidence and interdependence in HR deliverables

• Negotiated new or renegotiated existing contracts in all HR areas for the company's competitive advantage

• Increased budget savings by reducing benefits costs between 7%-10% year over year while still maintaining high value and satisfaction ratings

REASON FOR LEAVING: Recruited by community leaders on behalf of Altura Credit Union. Owner

AGATHON ADVISORS LLC -

2008-03 - 2015-12

Director, Human Resources

CASTLE & COOKE - Lake Elsinore, CA -

2007-08 - 2013-03

Large, privately held diversified company owned by David H. Murdock; parent company of Dole Foods, Inc. www.castleandcooke.com

• Led HR enterprise of skilled professionals in strategic and functional HR initiatives for 5 different businesses with blended union/non-union skilled workforces, and contributed as an executive team member of the division. Lois E. Hoyt - HR Executive Resume 3

• Crafted performance-based bonus compensation metrics to increase production effectiveness

• Assessed, implemented and managed cost containment strategies to preserve the company's legacy

• Launched employee branding and values initiatives across all business units to secure talent in down market

• Created and launched metrics analytics to objectively determine staff reductions within EEO guidelines

• Partnered with Union Local to collaboratively address and find viable solutions to unique labor issues of the recession

• Managed and negotiated collective bargaining units, mediations/grievances, and other union activities

• Assessed needs and established best practices; aligned uniform practices across all business units for efficiencies

• Coached business leaders on conflict resolution, talent acquisition, succession planning, and leadership

• Built base pay compensation, benefits, and retirement plans to balance with cost containment needs

• Developed and implemented staffing and resource efficiencies, and succession planning where sustainable

• Directed annual process of HR budget, forecasts, trends, and resource allocations

• Planned and launched workforce closures of 2 business units, and continually implemented federal/state WARN

• Developed HR leaders; provided assistance; coached to ensure consistent practices and sound decisions

• Created and executed sustainability programs for retention, engagement, and performance management

• Reviewed internal investigations reports, SWOTT analyses, and corrective actions, where applicable

• Crafted and conducted various training programs on numerous management topics and specific workgroups

• Directed 8 HR professionals in various HR disciplines and worksites, including payroll and safety for five different

companies: Pacific Clay, Pacific Aggregates, Rancho Ready Mix, Castaic Brick, and Yankee Hill Brick. REASON FOR LEAVING: Sought more stable industry / environment; several C&C divisions were in economic decline, closed several companies.

Sr. HR Project Consultant

STRATEGIC HR -

2007-09 - 2012-12

Faculty

EVEREST COLLEGE -

2003-01 - 2008-06

January 2003 - June 2008

Inland Empire Region Sociology, Psychology, Career Skills Courses Faculty of the Quarter, Faculty of the Year 2004-2005 National Parthenon Teaching Excellence Award 2005

Director, Human Resources

BELO CORPORATION - Riverside, CA -

2004-04 - 2007-08

At time of job, Belo was a subsidiary business enterprise of a large, publicly traded, Fortune 1000 media organization from Dallas, TX. www.belo.com

• Directed and/or developed effective strategies on the following functional HR initiatives for a workforce of 1300

employees at 9 locations in Inland Valley of Southern California: recruitment, retention, applied leadership and ethics,

staff development and training regulatory compliance, full-scale change, conflict resolution, workers' compensation,

safety, communication strategies, union avoidance campaigns, benefits negotiation and management, performance

management, outsourcing, job displacement, organizational development and effectiveness, and loss control

• Developed internship program with various universities and colleges as talent acquisition and OTJ training solutions

• Championed state funded ETP grant training program and drafted curriculum; collected 81% of total dollars available

• Contributed as local executive team member on Strategic Leadership Planning Team and Senior Staff Committee, and as liaison for organizational wide initiatives with corporate HR executives in Dallas

• Reduced liability and operating costs by nearly 50% in 4 years by implementing analytics and cost control strategies

• Managed HR finances: analytics, budgets, forecasts, trends, comp/benefits, resource allocation and SOX compliance

• Directed 8 HR team members, including HR, administrative, safety operations and mail room REASON FOR LEAVING: Recruited by C&C and sought next level of leadership and industry change

(newspaper business in steep decline)

Director, Human Resources

MEDIA NEWS GROUP - Ontario, CA -

2000-06 - 2004-04

At time of job, MNG was a prominent division within a large, print media organization from Denver, CO. www.medianewsgroup.com

• Directed all aspects of HR, loss control, liability, payroll, and safety for a 4-newspaper division of 900+ employees

• Planned/allocated annual HR budget; forecasted trends/resources as executive on President's Operating Committee

• Created retention, performance management, training and communication models / programs

• Collaborated with colleagues to develop corporate initiatives for increasing probability of industry survival

• Developed management coaching mechanisms; counseled employees and management in resolving disputes

• Created, implemented and managed a variety of HR related cost effective programs; i.e. university internships; safety

training; RTW, ETP and rideshare initiatives

• Directed HR staff: 4 directs and 5 in-direct

REASON FOR LEAVING: Aggressively recruited by The Press-Enterprise; sought greater achievement and responsibility

PREVIOUSLY HELD HUMAN RESOURCES MANAGEMENT POSITIONS Regional Human Resources Manager of CA Operations

CEMEX USA -

1999-01 - 2000-06

Director, Human Resources and Risk Management

WIMI -

1995-04 - 1998-12

Human Resources Manager

SORENSON ENGINEERING -

1993-04 - 1995-04

Personnel Manager

CENTURY HOMES COMMUNITIES -

1988-03 - 1993-04

EDUCATION

Master of Arts in Leadership

CHAPMAN UNIVERSITY - Orange, CA

2004-06

Bachelor of Arts in Psychology

CHAPMAN UNIVERSITY - Orange, CA

2001-08

SKILLS

Ms Office, HCM systems, adjunct professor

CERTIFICATIONS/LICENSES

PHR

2014-12 - 2018-07

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