Human Resources Manager

Dan O'Keefe, SPHR

***** ************ **., *******, ** 77377

281-***-**** (home) / 832-***-**** (cell)

********@*******.***

www.linkedin.com/in/dmokeefe

Human Resources professional with a proven track record of generating

outstanding employee engagement, productivity, performance and positive

bottom-line impact in best practice, world-class global union and nonunion

organizations.

EDUCATION:

Master of Science, University of Southern California, Human

Resources/Systems Management

Bachelor of Science, United States Naval Academy, Political Science

Georgetown University, Advanced Intercultural Training Institute

Influential and tenacious leader in best-practices/Fortune 200/500

companies, proficient in:

-Employee/Labor Relations -Organization Development

-Staffing

-Training and Development -Compensation & Benefits

-Diversity/EEO

-Workforce/Succession Planning -Health, Safety & Security

-Turnarounds

-Mergers and Acquisitions -EAP Programs -Talent

Management

-Strategic and Tactical HR -Employee Engagement -Lean

Manufacturing

-Matrixed Organizations -Union Avoidance

-Workers' Compensation

-Performance Management -Change Management

-Conflict Resolution

PROFESSIONAL CERTIFICATIONS & AFFILIATIONS:

. Certified Senior Professional in Human Resources (SPHR)

. Certified Trainer, Targeted Selection, Development Dimensions

International (DDI)

. Founding member and past President of a chapter of the Society for

Human Resource Management

EXPERIENCE:

Director, Human Resources

BUREAU VERITAS/T H Hill Associates, Houston, Texas: 2014 - 2015

. HR Leader for 400 employee global provider of inspection, certification,

engineering solutions and quality assurance services for the oil and gas

industry.

. Drove major changes in culture, compliance and processes to turn around

and integrate T H Hill Associates with Bureau Veritas NA, which had

acquired it in 2011 but by late 2014 had only partially accomplished its

integration, leaving most processes, policies and workforce identity

unsettled.

. Provided HR leadership and solutions to myriad complex compliance,

immigration, recruiting and operational issues and integration

challenges.

. Aligned HR strategy with the business strategy and objectives; coaching,

mentoring and developed management and employees to improve productivity,

employee relations and inspire engagement.

Regional Human Resources Manager

INTERTEK, Houston, Texas: 2014 - 2014

. Human Resources business partner to three business units/600 employees

providing quality and safety services to a wide range of global and local

industries including manufacturing and oil and gas.

. Drove changes in culture, compliance and processes to turn around and

integrate the former Moody International, Randy Smith Training and Wiseco

companies with Intertek, which had acquired them in 2011 but had only

partially accomplished their integration by 2014, leaving workforce

identity unsettled.

. Aligned HR strategy with the business strategy and objectives; coached,

mentored and developed management and employees and improved

productivity, employee relations and inspired engagement.

Regional Human Resources Manager - North America

GENERAL ELECTRIC/LUFKIN INDUSTRIES, Houston, Texas: 2012 - 2014

. Human Resources business partner to recently acquired major company

business units of Automation and International Lift Systems and to

established Oilfield Sales and Power Transmission Sales groups with

multiple global manufacturing, sales and service locations.

. Established the regional HR function providing HR leadership in change

initiatives to transform acquired businesses' culture and processes,

establish effective HR and business practices, and effect their

integration into Lufkin. With July, 2013 acquisition of Lufkin by

General Electric my role was key in successfully leading change to align

with GE systems, processes and policies.

Human Resources Manager

SOUTHERN UNION GAS SERVICES, Fort Worth, Texas: 2008 - 2011

. Top Human Resources professional and business partner to President/COO of

major subsidiary of national energy company. Transformed culture,

processes and employee engagement to align this subsidiary with its new

parent company that had acquired it two years prior but had not

integrated it. Supervised staff of four, led change initiatives and

provided hands-on delivery of all HR functions to headquarters and

fourteen natural gas gathering and processing facilities in Texas and New

Mexico in an extremely challenging and competitive staffing, operational

and financial environment.

. Coached, counseled and developed senior leadership team and trained

management and employees. Reduced turnover from 30% to 10%. Created and

instituted a wide range of organizational development initiatives,

staffing and compensation processes and solutions to employment and tax

compliance issues.

Regional Manager, Human Resources, Talc Operations - North America

RIO TINTO MINERALS, Three Forks, Montana: 2006 - 2008

. Directed HR support for six union and non-union mines and mills in

Montana, Vermont, Texas and Canada. Teamed with HR and business

leadership of two other major companies to create and institute

structure, policy and processes for the startup of major new

international division.

. Provided full range of HR functions and also drove change initiatives in

strategic planning, succession and workforce planning, business

integration and policy development, leadership/management coaching and

development, global re-grading/broad-banding, creation and implementation

of coordinated benefits processes and communication of company's goals

and values. Managed labor relations with unionized facilities including

negotiation of third-step grievance resolutions, handling arbitrations,

and preparations for upcoming contract negotiations, while successfully

keeping the group's other facilities union-free.

Human Resources Business Partner, Drive Systems Center

BELL HELICOPTER/TEXTRON, Fort Worth, Texas: 2005 - 2006

. Human Resources leader for 1200-employee partly unionized Manufacturing/

Integrated Supply Chain facility of aerospace company undergoing Lean/Six

Sigma transformation. Provided full range of HR functions, with

particular focus on staffing, training, workforce planning, process

development, leadership/management coaching and development, corporate

initiatives and employee relations.

. Led change initiatives and trained and coached all employee levels on a

wide range of new programs and processes including new self-service HRIS

and staffing programs. Managed facility's labor relations activities

including handling grievances, contract negotiations, and implementing

contract changes.

Manager, Human Resources and Administration

MATTEL TOYS, Inc., Fort Worth and Laredo, Texas: 2001 - 2005

. Led HR, Finance, Safety and Security staff of 10 for global consumer

packaged goods company's primary U.S. distribution operations in Fort

Worth and Laredo, Texas, and associated retail stores. This position's

overriding and extremely high-visibility initial challenge posed by the

company's CEO and Board of Directors was to turn around employee

relations, management culture and productivity at the Fort Worth

facility. The location had been identified in early 2001 as worst in the

global company in those areas and had not responded positively or

productively to previous turnaround efforts.

. Under my HR leadership, the desired turnaround was accomplished within

two years, along with over $200,000 annually in new productivity and

retention of the facility's non-union status. Subsequently led the team

to achieve standout highest ratings in the company on 2003 biennial audit

of Human Resources, management practices, employee satisfaction, safety

and environmental management.

Plant Human Resources and Safety Manager

INTERNATIONAL PAPER/ Exopack L.L.C., Tifton, Georgia: 1998 - 2001

. HR and Safety leader for flexible packaging manufacturing plant.

Supervised staff of six and provided all HR functions for plant. Created

and administered plant policies, practices and procedures.

. Led workforce through two changes in ownership within a three year period

while improving safety, productivity, employee engagement, and cutting

turnover from 27% to 7%.

. Reduced Workers' Compensation costs by 88% ($257,000) and OSHA injury

rate by 45%, leading to achievement of plant's first million hours

without a lost workday accident in its twenty-one year history.

. Led HR's contribution to plant's profit turnaround, generating a 500%

increase in earnings, exceeding earnings targets and achieving first

place in the ranks of the division's eleven plants.

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