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Manager Development

San Antonio, Texas, United States
August 30, 2018

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J immy Giles

*** *** ***** ***** ****: 330-***-****


HR Strategy Organization & Talent Development Talent Acquisition Leadership Development Succession Planning Change Management Competency Architecture Communities of Expertise

(CoE) Leadership Talent & Capability Planning Performance Management High Potential Development Workforce Planning Organizational Design & Effectiveness Executive Coaching & Development Global, Regional, Corporate, & Field Leadership Mentorship Programs Assessments

Engagement & Retention Leading In Functional & Matrixed Organizations HR Strategy

- Over twenty years highly successful leadership of human resources, people strategy & capability planning, talent acquisition, organization & talent development, leadership development, succession planning, high potential development, performance management, and HR metrics.

- Successful architect of people strategies and implementation plans that deliver the organizational capabilities to achieve business strategies, plans, and objectives.

- Leader of innovative organizational effectiveness processes, programs, tools, and methods that resulted in being awarded the Malcolm Baldridge National Quality Award.

- Highly skilled at team-based problem solving and leading process improvement efforts that deliver quantifiable results that positively impact the organization’s strategic objectives.

- Builder of customer satisfaction through collaboration, organizational skills, and project management techniques that deliver results as demonstrated by multiple corporate awards for exceeding goals. PROFESSIONAL EXPERIENCE

WHATABURGER 2016 to 2018

Senior Director of Organization & Talent Development (09/2016 – 02/2018; San Antonio, TX) Responsible for leading the enterprise-wide talent management efforts to build the talent pipeline and improve the leadership bench strength at Whataburger. (~40,000 Associates)

Responsible for collaboratively developing Whataburger's leadership and talent development philosophies.

Initiated a best practice program to quickly improve talent processes, practices, and tools to accelerate development of organizational capabilities critical to the business strategies and goals.

Developed the High Performing Team: Model, Program, Assessment, Implementation Strategy, and Team Development.

Nominated for 2017 Director of the Year for designing and implementing the Talent Strategy and Implementation Plan focused on delivering initiatives and programs to accelerate leadership development and build the bench strength of Restaurant Operations. FRUIT OF THE LOOM, INC. 2014 to 2016

HR Vice President of Talent (08/2014 – 07/2016; Bowling Green, KY) Responsible for the global talent strategy and leading the Talent Acquisition and Talent Development Centers of Excellence (CoEs) to deliver talent with the capabilities required for Fruit of the Loom to achieve its global business strategy and key business objectives. (~30,000 Associates)

Designed and implemented the talent strategy and philosophies to enable the organization’s business strategy and people/culture strategy.

Accelerated the development of key talent through implementing/improving: Talent Visibility Programs (such as Organizational Capability Reviews, Succession Planning, Talent War Rooms), High Potential Development Programs, and Key Talent Projects.

Developed the core and leadership competencies as part of a new corporate university (FruitU).

Implemented data driven talent strategies, processes, methodologies, and practices. Jimmy Giles page two


North America Talent Director/Manager (09/2011 – 08/2014; Akron, Ohio) Promoted to lead all facts of talent management for North America including: Talent Strategy, Organization & Talent Development, Talent Acquisition, Succession Planning, Performance Management, Engagement, Rewards, and Retention. (~25,000 Associates)

Developed metrics and drove initiatives to improve: Organization & Talent Development, Succession Planning, Leadership & High Potential Development, and Talent Acquisition.

Designed and implemented a multi-level high potential development program.

Deployed a comprehensive succession planning process.

Improved the “time to fill” cycle time from 61 days to 44 days.

Built the talent pipeline and leadership bench strength as demonstrated by the improvement in

“Critical Positions Filled with Top Performers” and “Ready Now Successors”. North America Learning & Development Manager (08/2010 – 09/2011; Akron, Ohio) Promoted to lead Goodyear’s North America’s talent development efforts (~25,000 Associates).

Improved the Learning & Development Organization’s structure and capabilities to deliver training throughout Goodyear’s Headquarters and North America Facilities.

Analyzed learning needs, designed, developed, and implemented learning & development programs, as well as evaluated programs for their effectiveness & impact to key objectives.

Developed a comprehensive on-boarding program.

Initiated new leadership development programs for all levels of the organization.

Benchmarked best practices and initiated actions to improve North America training practices. Talent Manager (03/2008 – 08/2010; Fayetteville, North Carolina) Selected to lead efforts at Goodyear’s flagship plant to improve: Talent Acquisition, Leadership Development, Performance Management, Engagement, and Retention. (3,000 Associates)

Developed top talent and improved the Fayetteville bench strength as demonstrated by the improvement in “Critical Positions Filled with Top Performers” and “Talent Pipeline”.

Designed and delivered new leadership development and on-boarding programs.

Improved the talent acquisition process with a key focus on making offers to fill openings within 45 days of job opening.


Senior Manager, North America Talent & OD (01/2005 – 01/2008; Carrollton, Texas)

Selected to analyze, design, develop, implement, evaluate, improve, and cross-fertilize talent programs. Additional responsibilities included ensuring deployment of Best-Known Methods and serving as Project Manager on critical projects and initiatives in the North America Region.

Facilitated strategic business meetings, sessions, and workshops to establish the regional: vision, strategy, strategic imperatives and objectives, as well as breakthrough goals.

Champion engagement and empowerment initiatives for the North America Region.

Developed and deployed human resource policies, procedures, and programs including: disciplinary policies, staffing models, rewards/bonus structure & program, candidate screening procedures, career progression program, employee suggestion system, and employee recognition.

Designed and implemented leadership development for all levels of leadership.

Designed, developed, and delivered a Regional High Potential Development Program.

2007 Leader of the Year for developing the intern program to utilize silicon scrap for solar cells. Jimmy Giles page three

Global Organizational Effectiveness Senior Manager (01/2002 – 01/2005; Carrollton, Texas)

Selected to lead the enterprise-wide effort to drive improvements and effectiveness by defining and deploying Best-Known Methods (BKMs) across the global corporation.

Global team leader with Representatives from each ST Region and Site tasked to establish the Best-Known Methods (BKMs) in 22 key operational and human resources areas.

Designed, implemented, and managed the process for: reviewing practices, processes, tools, and methods across the corporation.

Facilitated the team through the process to: select the best methods, design and deliver training, implement, and measure effectiveness of the BKMs globally.

The team designed and delivered training of BKMs globally utilizing a blend of CBTs and ILTs. HR Business Partner/Generalist (01/1999 – 01/2002; Carrollton, Texas)

Responsibilities included strategic and tactical HR support for manufacturing and manufacturing leaders.

While serving in this position, I was the Malcolm Baldridge National Quality Award Champion for North America, which we were successful in winning in 1999.

Identified and implemented innovative solutions to improve new hire performance and retention.

Updated HR policies to align with employee value proposition and strategic direction. Training Manager (11/1997 – 01/1999; Carrollton, Texas)

Responsibilities included every aspect of plant training and development (for hourly and salaried employees) including: Needs assessments, development plans, certification training, new hire orientation, continuing education programs, professional development, training cost/benefit analysis, budgeting, and career planning.

A key success while holding this position was in leading a transformation of the entire training process. This was accomplished by benchmarking other world class manufacturing organizations and influencing site leadership on the benefits and necessity of moving from 100% classroom instruction to a blended learning system with an emphasis on e-learning. HD VEST INVESTMENT SECURITIES 1996 to 1997

Senior Compliance Examiner / Principal (11/1996 – 11/1997; Los Colinas, Texas)

Responsibilities included: compliance investigations and resolution, termination decisions, designing and implementing compliance learning and developing programs, monitoring and auditing over 1,600 contracted Registered Representatives, as well as serving as a Registered Principal of the company.

Authored, communicated, and trained new compliance and supervisory procedures for the corporation.

Securities licenses included: Series 4, Series 7, Series 24, Series 53, Series 63, and Series 65, as well as Group I Insurance (Texas Life Insurance).

PRINCIPAL FINANCIAL GROUP & DEAN WITTER 1993 to 1996 Account Executive/Investment Consultant (01/1993 – 11/1996; Tyler, Texas)

Responsible for managing the investments and activity of over 200 retail investment accounts.

Planned and implemented multiple tax-qualified accounts and defined contribution programs for companies and organizations.

Jimmy Giles page four


First Lieutenant, PATRIOT Air Defense (11/1990 – 12/1992; US, Germany, & Saudi Arabia)

Managed the daily operations, training, activity, and operations of 25-130 soldiers.

Served as a Platoon Leader and Tactical Control Officer in a PATRIOT Missile Battery (2/43 Air Defense).

As Tactical Control Officer of a PATRIOT Missile Battery, executed the logistical move of soldiers and equipment and led combat operations during the Gulf War (Dharan, Saudi Arabia).

Company Commander for the Battalion’s Maintenance Company (555th Maintenance Company).

Served in European Command’s 104th Army Support Group as the Training & Support Officer. EDUCATION

STEPHEN F. AUSTIN STATE UNIVERSITY (Nacogdoches, Texas) 1990 Political Science & Public Administration

Bachelor of Arts 1990


PHR Certification 2001

SPHR Certification 2012

SHRM-SCP Certification 2015


DDI Facilitator Certification 2008

Franklin Covey “Great Leaders” Facilitator Certification 2010 PDI Ninth House 360 Coaching Certification 2012

Korn Ferry Leadership Competency Architect Certification 2013 Korn Ferry Interview Architect Certification 2013

Korn Ferry Assessment of Leadership Potential 2014 Perrone-Ambrose Mentoring Program Certification 2014 OTHER CERTIFICATIONS

Problem Solving, Operational Excellence, Total Quality Management, and Business Process Management


Available Upon Request

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