Harrison K. Montgomery
Greenville, North Carolina 27858
Summary of Qualifications
Human resources leader with experience as a generalist, specialist and manager. Experience also includes working as a manufacturing production manager. Areas of professional competency include: high performance work teams, labor relations, compensation and benefits, training and development, selection and placement, affirmative action, policy and procedure development and internal consulting. Work locations have included technical and staff operations, as well as manufacturing production units of various types in both union and union-free environments.
West Pharmaceutical Services; Kinston, North Carolina; 2007 – October 2015
Human Resources Manager – November 2007 – October 2015
Serve as a member of the site leadership team for our FDA regulated, cGMP compliant, ISO certified manufacturing facility and also manage the day to day operation of the site’s human resource function with a team of four other human resource professionals and/or support staff. The site employs ~ 340 full-time employees and operates on a 24 hours/5days per week basis. The site produces various elastomeric products (primarily stoppers, plungers, IV fitments and needle shields) used in the pharmaceutical industry. Site sales revenues are approximately $50MM/yr. The human resources unit provides comprehensive support in the areas of compensation and benefits, training and development, selection and placement, affirmative action, employee coaching and counseling, and policy and/or procedure development. The unit also supports the site safety unit by working with our workers compensation carriers, medical providers and corporate counsel. Consulting with site and/or area management on problems and significant employee relations issues are also major responsibilities of the Human Resources Manager.
Revised all major policies and behavioral standards, including the site disciplinary process and actively hold all employees accountable for their attendance and work performance deficiencies in a fair and consistent manner. This includes aggressively contesting all unemployment claims when employees are terminated.
Revised and implemented our site progression and pay system to better reward contribution and performance which includes a Career Readiness Certificate/Work Keys testing component.
Work closely with our site the safety manager and medical providers on all Workers Compensation related issues including aggressively managing, mitigating and/or settling claims for work related accidents and injuries.
DuPont Company, Invista S.a.r.l., & Unifi-Kinston, LLC; Kinston, North Carolina; 2000 – 2007
Site Human Resources Manager – April 2000 – November 2007
Served as a member of the site leadership team for our ISO certified facility and managed the day to day operation of the site’s human resource, safety, health, environmental and security units. The site POY Filament business employed 2000 employees and contractors working on a 24 hours a day, 365 days per year basis. The products produced at this site were Dacron® polyester filament which accounted for approximately $200MM/yr in sales revenues. The site human resources unit provided comprehensive support in the areas of compensation and benefits, training and development, selection and placement, affirmative action, employee coaching and counseling, policy and/or procedure development and internal consulting on problems or issues of a human resource nature.
Planned and implemented several site reductions of force (including one that was a 42% reduction of force) and various policies, practices and procedures that resulted in annualized cost savings of millions of dollars. One of these reductions of force included a reduction of the site human resource staff by 30% without any loss of the units functioning capability.
Revised and implemented a new site progression and pay system to better reward contribution and performance while saving approximately $250M.
Reduced site disability by 30% by implementing a new disability standard and management program and by aggressively working with our individual businesses to attack disability and employee performance related deficiencies.
CK Witco Corporation; Houston, Texas; 1997 - 2000
Production Manager – May 1999 – April 2000
Managed a 100+ employee organization that produced over 800 different products to meet our customer’s needs in a timely manner. This ISO certified plant operated on a 24 hour a day, 365 day basis; working in both a continuous or batch mode of operations. Three different manufacturing processes (oxylation, sulfonation and stearification) were used to manufacture our various products. Responsibilities included: planning and directing the operations workforce to meet customers needs; overseeing the training and development of all operations personnel; evaluating the performance of all operations personnel on an annual basis; interpreting and administering all site, and/or company, policies, practices or procedures; and managing the units operating and capital budgets. Interaction with customers, including investigating and resolving customer complaints, was a major responsibility of this position.
Jointly planned and implemented a system where the materials management and operations groups worked more closely together in order to better meet our customers needs and required delivery commitments.
Worked with plant operations personnel and the process assistance group personnel to identify ways to reduce cycle times and address equipment problems for high demand products.
Sponsored and worked with several Six Sigma project teams, including plant-operating teams, to identify and implement operational efficiency measures.
Regional Human Resources Manager – May 1997 – May 1999
Managed the human resources function and consulted with our management teams for three manufacturing plants located in Texas. Combined sales for these plants were approximately $250MM/yr and employed about 325 people. These locations included both union and union-free operations that produced various products used in the agriculture, oilfield and polymer additive markets. All aspects of the human resource function were within my area of responsibility in order to support these three plants. Specifically, these included policy development and administration, training and development, recruiting and staffing, selection and placement, affirmative action, labor relations, and internal consulting.
Designed and implemented a total plant, team based organizational structure in approximately nine months time which significantly impacted how our plant performed its work without supervision and yielded projects saving the company greater than $250M.
Planned and successfully negotiated a new contract with the Teamsters Union that allowed plant management greater flexibility and control in order to operate its business while still maintaining a positive labor/management climate.
Assisted in implementing SAP processes by: redefining employee roles; providing employees with change management tools and techniques; identifying and providing required skills training; and keeping site employees and management informed about the project’s status. The SAP processes were implemented on time and with minimal problems from the plant operations perspective.
Developed and implemented a strategic business plan for the Houston site and revised the plant’s human resource policies, practices, procedures and systems (including pay and progression, training and development, recruitment and selection, and progressive discipline) in order to make the Houston site human resource systems more effective and equitable for all employees.
DuPont Company; Wilmington, Delaware; 1979 - 1997
Human Resource Manager – Boston, Massachusetts, October 1994 – May 1997
Advised and counseled the NEN site management team of this ISO certified, FDA and NRC regulated facility on all issues of a human resource nature that could impact our 450 employee, $100MM/yr global business. The products manufactured at this facility were radioactive and non-radioactive chemical compounds. Support provided to the NEN unit included all matters of a human resource nature include but are not limited to: compensation, benefits, career coaching and counseling, consultation and problem investigation, intervention and resolution. Managing the operation of the site medical unit was also a responsibility of the Human Resource Manager.
Implemented and trained all employees on a focused career development program designed to enable all employees to be more proactive in meeting their long-term career aspirations.
Advised site management and managed all human resources issues and matters required in order to accomplish several major reductions in force and the businesses ultimate divestiture from DuPont.
Revised the site’s local compensation system to better meet the needs of the business while paying wages that were competitive with the comparison companies in our local area frame of reference.
Sr. Employee Relations Specialist – Wilmington, Delaware, October 1985 – September 1994
Served as a member of the plant leadership team of this ISO certified facility; as well as managed the human resource function for this facility. The site’s medical and security units both were a part of the human resource unit. The plant was a $30MM/yr, 200 employee, unionized manufacturing facility that operated on a two shift basis and was responsible for manufacturing and/or repairing propriety equipment for use by other DuPont locations anywhere in the world.
Advised, planned and managed all human resource activities for two major reductions in force and the plant’s ultimate closing in a way that did not negatively impact any other DuPont location.
Planned and successfully negotiated a union contract with a strong management rights clause and flexible benefits plan (including a managed healthcare component) designed to save the company money and provide for increased operating flexibility.
Revised the site’s employee training and evaluation system in order to enable our employee’s to progress to better paying positions within the company. This system was successfully defended during a class action discrimination charge involving our sites promotional system.
Training Representative – Newark, Delaware, April 1981 – September 1985
Provided training and development support for approximately 500 Engineering Department employees in the Research & Development and Business Methods & Investment Divisions. Support provided to these units included: providing internal consultation; conducting needs analyses; developing and/or conducting training programs of a supervisory or non-technical skills nature. Non-technical programs included improved writing, effective oral presentations, employee coaching and counseling and effective interviewing techniques.
Position Evaluation Analyst – Newark, Delaware, June 1979 – March 1981
Interviewed job incumbents within any of the Engineering Department’s six divisions in order to evaluate their positions using a Hay point factor job evaluation system. Incumbents ranged from entry level personnel through department level leadership. Also, responsible for conducting, and evaluating, salary surveys with other companies in order to determine our optimal competitive position for all matched positions. Make recommendations regarding wage increases based on an analysis of all data gathered regarding locally paid positions.
Widener University School of Law; Wilmington, Delaware; Juris Doctorate
Temple University; Philadelphia, Pennsylvania; Masters of Business Administration
Temple University; Philadelphia, Pennsylvania; Bachelors of Business Administration
Other Professional Achievements
Sr. Professional in Human Resources (SPHR) Certification (Initial 1992; Lifetime 1998)
Licensed Attorney – State of New Jersey (1987); Commonwealth of Pennsylvania (1988)
Co-authored article, Focusing On Technology, Operations, And Processes At Witco Houston, published in the
National Productivity Review (Winter 1998)
Presented case study, How The Balanced Scorecard Helped Witco Corporation Reinvent Their Organization, at
ICM Conferences workshop in Miami, Florida (1999)
Co-authored chapter, A Case Study on CK Witco’s – Houston Plant Work Redesign Initiatives, published in Best Practices in Organizational and Human Resources Development Handbook (Linkage Press, copyright 2000)
Certified Instructor for DDI’s Interaction Management (IM) and Targeted Selection (TS) programs
Certified Instructor for Pritchett & Associates, Inc.’s change management programs (Business As Unusual and Employee Workshop For Organizational Change)
Board of Directors Member of the Lenoir/Greene County Partnership for Children
Board of Directors Member for Eastern Carolina Workforce Development Board
Past Board of Directors Member for the Lenoir/Greene County United Way
Advisor to the Pitt County Community College School of Business Curriculum Committee
Advisor to Lenoir County Community College Focused Industrial Training Committee