Management Human Resources

Scott W. Dimmick

**** ********** *****, ******* *****, OH, 44023, Phone: 815-***-****

Email: *********@*****.***

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PROFESSIONAL SUMMARY

Senior Human Resources executive with an ability to develop and execute strategic plans that align HR goals with business goals, in the areas of organization development & change, talent management, culture, performance management, leadership & workforce development, employee engagement, employee & labor relations, recruitment & selection, compensation & rewards, workforce optimization, benefits administration, wellness, human capital analytics, HRIS solutions, employment law compliance, and various people performance initiatives. EDUCATION

Bachelors Degree in Business Administration Lewis University Major: Business Administration College of Business Masters Degree in Industrial & Labor Relations Cornell University Concentration: Strategic Human Resource Management Institute for Workplace Studies Thesis: The Impact of Talent Management Programs on Business Innovation School of Industrial & Labor Relations Masters Degree in Learning & Organizational Change Northwestern University Concentration: Organizational Development & Leadership Development Center for Learning & Organizational Change Thesis: The Effects of Transformational Leadership on Large-Scale Organizational Change Kellogg School of Management CAREER EXPERIENCE

Mercy Health, Cincinnati, OH (formerly Catholic Health Partners) (10/7/13 to Present) Mercy Health has over $5.6B in assets and operates over 450 health facilities in Ohio and Kentucky, including 23 hospitals, 8 senior living communities, 5 hospice programs, 7 home health agencies, a health insurance company (HealthSpan), and employs over 34,000 associates. Market Vice President of Human Resources (Northeast Ohio – Youngstown Market) Reporting to the Market CEO and the SVP of Corporate HR. Member of the senior executive team. Responsible for the management of all HR functions for 6,000 employees within 3 hospitals (870 Beds, $760M Net Revenue, $320M Labor Cost, $46M Net Income), with a Level 1 Trauma Center, 2 LTC facilities, hospice, home health, numerous outpatient and physician clinics, 8 residency programs, College of Nursing, and 3 union contracts. Awards include: Magnet hospital, U.S. News & World Report Best Regional Hospital and Top 50, Truven Top 100, Healthgrades 5 Star and Distinguished Hospital, Anthem, Premier, and Midas Quality Awards, & Joint Commission Top Performer. Community Health Systems, Nashville, TN (NYSE: CYH) (12/10/07 to 10/4/13) Community Health Systems (CHS) is the second largest publicly traded hospital company in the U.S. with 198 hospitals and over 110,000 employees, and with net revenue of $19B. Ranked # 191 on the Fortune 500. Ranked #2 Fortune’s Most Admired Firms. Named Best Places to Work by Modern Healthcare. Voluntarily left for promotional opportunity. CHS: ValleyCare Health System, Youngstown, OH (2nd position due to promotion) ValleyCare Health System is a multi-campus healthcare provider in Northeastern Ohio including 3 hospitals (813 beds) and numerous outpatient facilities and physician clinics, and with gross revenue of $1.5B. ValleyCare has approximately 3,500 employees, 8 collective bargaining agreements, 6 residency programs, 86 medical residents, 170 medical students, and over 780 physicians on staff. Awarded HealthGrades Top 5% Hospital in the nation for overall clinical quality, in addition to numerous other quality awards. Market Vice President of Human Resources & Organizational Development (ValleyCare Health System) Reporting to the Health System Chief Executive Officer (CEO), responsible for the management of all HR functions, including a $162M labor cost budget. Member of the senior executive team. Hired to help lead turnaround of a new Hospital System acquisition. CHS: Vista Health System, Waukegan, IL (1st position, then promoted) Vista Health System is a multi-campus healthcare provider with 15 locations in northern Illinois including 2 hospitals (407 beds) and numerous outpatient facilities and physician clinics, and with gross revenue of $950M. Vista has approximately 2,000 employees/contractors and over 410 physicians on staff.

Vice President of Human Resources & Organizational Development (Vista Health System) Reporting to the Health System Chief Executive Officer (CEO), responsible for the management of all HR functions, including a $73M labor cost budget. Also functioned as the Facility Compliance Officer and managed the Engineering and Security Departments. Scott W. Dimmick

8566 Tanglewood Trail, Chagrin Falls, OH, 44023, Phone: 815-***-**** Email: *********@*****.***

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Cardinal Health, Waukegan, IL, (NYSE: CAH) (7/10/06 to 12/07/07) Cardinal Health (HQ: Dublin, OH) is a $102B, global company with 55,000 employees, that manufactures and distributes pharmaceuticals and medical supplies, and offers a range of services to hospitals, physician offices and pharmacies. Ranked # 17 on the Fortune 500, and #1 Fortune’s Most Admired Firms.

Regional Director of Human Resources (Midwest Division & McGaw Park Corporate Office) Reporting to the Corporate VP of HR, responsible for the management of all HR functions for 3,300 employees within 40 locations in 20 states, with regional revenue of $13B. Hired to help lead a major HR Transformation Project. Voluntarily left for promotional opportunity. Kantar Operations, Naperville, IL (WPP Group plc, Nasdaq: WPPGY) (6/20/05 to 7/7/06) Kantar Operations (HQ: London, England) is the marketing research operating division for the WPP Group plc, and is the industry leader in collecting market intelligence. WPP is one of the world’s largest global communication, advertising, and marketing service groups with over

$13.4B in Revenues.

Vice President of Human Resources & Organizational Development (North America Division) Reporting to the Chief Executive Officer (CEO), responsible for the management of all HR functions for 1,500 employees within 15 locations in the U.S. and Canada. Hired to help start-up a new company and create a new HR Department. Voluntarily left for promotional opportunity.

NeighborCare Pharmacy Services, Naperville, IL (Nasdaq: NCRX) (8/16/99 to 6/17/05) NeighborCare, (HQ: Baltimore, MD) former division of Genesis Health Ventures, was a $1.7B national healthcare company which provided pharmacy products/services, medical products, home care, and a prescription card program (PBM). In July 2005, NCRX was acquired by OmniCare Pharmacy Services (NYSE: OCR).

Regional Director of Human Resources (Midwest Division) Reporting to the Corporate SVP of HR, responsible for the management of all HR functions for over 1,000 employees within 20 locations in 10 states. Voluntarily left for promotional opportunity during takeover/acquisition by Omnicare. CERTIFICATIONS

• Senior Professional in Human Resources (SPHR) Certification via the Human Resource Certification Institute

• Senior Certified Professional (SHRM-SCP) via the Society for Human Resource Management

• Registered Organization Development Professional (RODP) via the Organization Development Institute

• Program on Negotiation Certification from Harvard Law School

• Leadership Architect Competency Modeling & Career Architect Competency-Based Selection Certification via Lominger Ltd.

• DiSC Profile Trainer/Coach Certification

• Situational Leadership Trainer/Coach Certification

• Lean Six Sigma Sponsor Certification via the George Group (Accenture Consulting) CONFERENCE PRESENTATIONS

• Poster Presentation at the 2010 Society for Industrial/Organizational Psychology (SIOP) Annual Conference entitled “The Effects of Transformational Leadership on Large-Scale Organizational Change”

• Presented Program entitled “The Dynamic Healthcare Industry” in 2013 to the Rotary Club of NE Ohio

• Moderated The Conference Board’s 2013 Program entitled “Transforming your Brand through your People”

• Presented Program entitled “Creating a Talent Management Process in Healthcare” at Becker’s 2013 Annual CEO Strategy Conference

• Presented Program entitled “Leading High Velocity Culture Change” at the 2013 Connex International HR Sector Conference.

• Moderated The Conference Board’s 2014 Program entitled “The Art of Change Management”

• Presented Program entitled “Talent Management in Healthcare” at the 2014 Ohio Society for Healthcare HR Administration Conference

• Panel Presentation entitled “Key Thoughts on Execution & Strategy for Health Systems” at Becker’s 2014 Annual CEO Strategy Conference

• Presented Program entitled “Workforce Optimization” at the Ohio Hospital Associations 2015 Annual Conference Scott W. Dimmick

8566 Tanglewood Trail, Chagrin Falls, OH, 44023, Phone: 815-***-**** Email: *********@*****.***

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HR PERFORMANCE INITIATIVES & RESULTS

Talent Acquisition & Staffing:

• Initiatives: Created end-to-end Recruitment Solutions focused on the Pipeline (Workforce Planning, labor supply/demand analysis, Employer Branding, Recruitment Sources Database, Recruitment Planning template), the Process (optimizing the electronic Applicant Tracking System, creating a Hiring Process Checklist) and the People (Success Profiles, Screening & Selection Tools).

• Results: Reduced Contract Agency Labor from 17 FTE’s to 0 FTE’s, within 2 Year Period. Reduced the use of External Recruiters from an average of 14 Placements per year to 2.5, within a 2 Year Period. Top Graded Management Team, Hired/Promoted a total of 30 New Managers, within a 3 Year Period. Led the turnaround with the Recruitment/Talent Acquisition function reducing the Vacancy Rate from 10% to 2%. Learning & Leadership Development:

• Initiatives: Created a Leadership Development Needs Analysis, identified core Leadership Competencies, and designed a series of Leadership Development Programs (The Dynamic Healthcare Industry, Situational Leadership, Leading Culture Change, High Performance Management, Aligning Talent Management to Improve Patient Experience, Workforce Optimization, Change Management, Effective Talent Management, and Hiring the Best). Facilitated hundreds of Leadership Workshops. Administered On-Line University. Managed the Administrative Fellowship Program.

• Results: Increased internal promotions. Increased overall Appraisal Scores. Increased Management Goal Attainment. Achieved among the highest ratings on learning program evaluations.

Engagement & Employee Relations:

• Initiatives: Led Employee Engagement Improvement Process. Designed Employee Communication Programs. Created Corrective Action Toolkit (Policy, Investigation Process, Communication Tools). Created a Diversity Committee Charter, Program, Action Plan, and Scorecard. Defended 3 union organizing campaigns. Managed up to 8 union contracts. Negotiated union contracts resulting in significant changes and savings. Facilitated Grievances, Mediations, and Arbitrations. Established numerous Affirmative Action Plans and maintained compliance.

• Results: Achieved the highest Employee Engagement scores (5.05), and the lowest 90-Day and 1-Year Nursing Turnover across all other markets. Improved Employee Engagement while simultaneously restructuring the organization. Tripled Employee Engagement “Very Satisfied” Score within 3 Years & increased Overall Satisfaction from 62% to 87%. Achieved 100% Participation in Engagement Survey. Reduced Nursing Turnover from 14% to 9%. Reduced Employee Hotline Calls from an average of 11 per year to 2. Never Lost an Employment Charge resulting in an involuntary judgement. Wellness & Health:

• Initiatives: Standardized all medical plan designs across 8 union and non-union employee groups. Led Benefit Plan Design Changes, and aligned the Employee Medical Plan providers with the Clinically Integrated Network (CIN). Implemented comprehensive Wellness Program including Biometric Screening, Wellness Coaching, Education, & Fitness Program.

• Results: Achieved the highest enrollment (57%) in the Narrow Network across all other comparable hospital markets. Achieved 90% participation in Wellness Programs. Exceeded Wellness Incentive Attainment Goals with an 82% attainment. Reduced Net Medical Plan cost by 5%. Reduced Workers' Compensation costs from $1,386,000 to $589,000. Reduced unapproved Leave of Absence occurrences. Performance & Talent Management:

• Initiatives: Designed and administered Performance Appraisals, Career Interest Inventories, Talent Reviews, Succession Plans, and Development Plans. Led the Studer Group Leader Evaluation Manager (LEM). Implemented a computerized Performance Appraisal tool, including 360-degree reviews. Implemented Career Path Program. Conducted comprehensive workforce performance analyses. Established a Pivotal Position Analysis and corresponding Workforce Differentiation.

• Results: Improved the inter-rater reliability of performance ratings between departments. Increased internal promotions. Increased overall Appraisal Scores. Increased Management Goal Attainment.

Compensation & Total Rewards:

• Initiatives: Conducted numerous Compensation Studies, redesigned Compensation Structures (Job Codes, Pay Grades, Wage Ranges, Pay Step Scales), and established a Compensation Pay Practice Manual. Created Recognition and Rewards Programs. Administered numerous Incentive Compensation Programs. Conducted Job Analysis and Evaluations. Led the standardization of all Pay Policies and Time Off Policies, and the corresponding standardization of the Kronos Time, Attendance, and Scheduling System. Implemented a computerized compensation management system.

• Results: Achieved a 99% Compa-ratio. Achieved 99.5% Payroll Accuracy after the implementation of the new Kronos System and the standardization of all Pay Practice Policies. Continually achieved labor cost budget. Planned and administered $7M in Equity Pay Adjustments. Strategy & Organizational Effectiveness:

• Initiatives: Created HR Strategic Management Plan (Alignment Process, Goals, Action Plan, Scorecard, Dashboard, Strategies Blueprint, Strategies Calendar). Presented Workforce and Talent Strategies to the Board of Directors. Implemented numerous HRIS Applications (E*Track, PeopleSoft, Halogen, Workstream, Taleo, LMS, LEM, Kronos, UltiPro). Established numerous Best Practice Checklists (Hiring, Orientation, Learning, Engagement, Management Routines, Investigation, Leave of Absence, Workers’ Compensation, Performance Management, Joint Commission, and Separation). Facilitated several Restructurings, Mergers, & Start-Ups. Led HR Centralization, Call Center, Self-Service, Business Partner, and Center of Excellence Initiatives. Led the Workforce Optimization (Work, Worker, Work System) and Labor Productivity Improvement Program. Sponsored & Participated in Lean Six Sigma/Kaizen Projects, and Facilitated Lean Training. Led several Culture Change Programs.

• Results: Achieved the best financial and quality results for two years in a row in the history of the market/region. Improved Patient Experience and Quality outcomes. Significantly improved HR Service Levels. Achieved a 10% Increase in Labor Productivity (100%) and a Reduction of 340 FTE’s. Reduced Labor Costs by $30.1M within 2 Years. Achieved Labor Cost of 39% for 2-hospital health system. Reduced HR Department budget by 26% within 3 Year Period. Completed numerous Quality Survey’s with 0 HR Deficiencies.

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