Management Employee Relations

JOHN DAKESIAN

**** ******** ***** • Chaska, MN **318

612-***-**** • ************@*****.***

SENIOR HUMAN RESOURCE EXECUTIVE

Business leader with a passion for people management in high growth, fast-paced environments with Fortune 100 and 500 corporations; HR change leader with Six Sigma certification, leading transformational strategic, people management initiatives to optimize productivity and promote a value creation culture; demonstrated results executing strategic project management business solutions within time and budget constraints to over-achieve by aligning strategic direction, setting goals, and creating the right set of incentives and managing performance to deliver top and bottom line results

KEY SKILLS AND ATTRIBUTES

Strategic Business Partner Transformational Change Agent Motivational Team Leader

HR FUNCTIONAL AREAS OF EXPERTISE

Business Process Improvement Business Strategy M&A Due Diligence & Integration Compensation

Organizational Effectiveness Performance Management Project Leadership HR Policy

CERTIFICATIONS

Six Sigma Green Belt Certified Instructor: Lominger, DDI, and Zenger-Miller

KEY CAREER ACCOMPLISHMENTS

WORLD FUEL SERVICES, Plymouth, MN 2010 – PRESENT

Shape and lead strategic direction of the HR function to support accelerated (30%) business growth and diversification in the Land business segment; directed five M&A due diligence and integrations totaling $125M and various business process improvement initiatives for a $43B global, multi-national company

Director, Human Resources

Developed and implemented strategic staffing model and organizational design for international business expansions into: the U.K.; Mexico; Brazil; and Asia

Designed and implemented a talent management process which aligned performance management with strategic growth requirements

Aligned the commercial business along Lines of Business and Lines of Sight that delivered organizational growth and prioritized resource allocation

Created the right set of short- and long-term compensation incentives aligned with strategic business direction which promoted growth and employee retention

Created an enterprise-wide change management model that achieved employee and business engagement, provided a consistent methodology framework, and delivered meaningful business results

Improved business segment profitability by $20M and reduced fixed costs by $2M from a business restructuring initiative

PEOPLES BANCORP INC., Marietta, OH 2001 – 2010

Senior executive accountable for strategic Human Resource initiatives and functions including compensation, benefits, regulatory compliance, talent acquisition/retention/development, organizational effectiveness and business process improvement for this leading regional bank with assets of $2B across 3 states; 7 direct reports

Senior Vice President, Human Resources

Implemented leadership development program with strong emphasis on business process improvement and operating productivity; generated $700K in after-tax earnings and achieved a 10 point increase in employee satisfaction levels, reflecting more open and transparent communication across leadership levels

Achieved unparalleled reduction in employee turnover (from 27% to 10%) reflecting implementation of a successful talent selection process and compensation and development programs to encourage retention

Assessed and identified key areas for expense reduction and control: implemented benefits-related oversight with ultimate cost savings >$900K p.a.; designed and implemented wellness program reducing health insurance costs by $200K p.a.; implemented college recruiting program reducing talent acquisition costs by $200K p.a.; and designed company-wide web-based performance appraisal process, improving productivity by $100K p.a.

JOHN DAKESIAN page 2

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NOVA CHEMICALS, various locations 1994 – 2001

Held positions of progressive HR generalist responsibility for this international commodity chemicals company; requested by senior management to join corporate headquarters post acquisition of Huntsman (1999); $4B revenues with >5,000 employees worldwide

Senior People Consultant/Generalist, Corporate, Pittsburgh, PA (2000 – 2001)

HR Project Leader tasked with aligning strategic HR processes to global business strategies; collaborated across businesses and at all levels of senior and executive management, resulting in successful integration of HR processes (including performance management and training and development initiatives) to drive a shareholder value creation culture

Designed and implemented company-wide competency based performance management system which ultimately tracked to >$2M in incremental profitability

Designed enterprise-wide leadership development “Capstone” program for mid to senior level management; tracked performance post-completion against business objectives, achieving $5M in incremental profits

Developed and implemented resource planning tool to identify profiles of existing workforce against critical skills required; instituted training and re-engineering initiatives based on tool metrics, ultimately contributing $1.5M to bottom line results

Leader, People Services & Community, Huntsman Corporation, Belpre, OH (1994 – 2000)

Led HR initiatives at 5 manufacturing locations for this $1.6B commercial company; 7 direct reports

Championed cross-divisional cultural alignment; implemented and reinforced strategic initiatives, with emphasis on organizational development, strategic talent acquisition and proactive employee relations processes and programs

Provided HR leadership oversight during period of critical restructuring; optimized production at previously shut-down manufacturing plant, ultimately improving divisional profitability by $50M

Instituted people initiatives and a succession planning process, reducing employee turnover by 8% and external recruiting costs by $500K annually

SHELL OIL COMPANY, various locations 1981 – 1993

Held HR positions of progressive managerial responsibility for this global group of energy and petrochemical companies

Human Resources Representative, Shell Chemical Company, Geismar, LA (1989 – 1993)

Supported non-unionized chemical plant of Shell Oil in HR initiatives across multiple disciplines including compensation, recruitment, employee relations, EEO and organizational change initiatives

Led capital expenditure reduction initiative and project team, achieving 22% reduction (of total capital budget)

Implemented work process redesign, realizing $200K increase in annual productivity

Senior Employee Relations Analyst, Shell Oil Company (Corporate), Houston, TX (1987 – 1989)

Partnered with international business leaders to manage strategic global talent initiatives between Shell Oil Company and Royal Dutch/Shell Group; directed policy, staffing, compensation programs and visa issuances with direct responsibility for >200 Shell operating companies worldwide and >300 expatriate staff

Senior Employee Relations Analyst, Shell Western Exploration & Production Inc., Houston, TX (1985 – 1986)

Supported >750 internal business partners operating across 25 U.S. locations in HR policy, compensation, staffing and employee relations challenges

Employee Relations Analyst, Shell Oil Company, Wood River, IL (1981 – 1984)

Closely collaborated with internal business partners at unionized refinery plant (1750 employees) to manage labor relations issues; negotiated labor agreements, often requiring intense negotiation and persuasion with labor management; successfully reduced operating costs by >$1M during 3-year term agreements

EDUCATION

UNIVERSITY OF CINCINNATI, Cincinnati, OH

Master of Arts, Industrial Relations

Bachelor of Business Administration, Marketing

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