Manager Human Resources

MICHAEL L. STANIEC

**** ******* **** ****

Medina, Ohio 44256

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

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

Professional Summary

Proven leader in a manufacturing environment both in Operations and Human Resources. Exceptional communicator and listener who consistently develops a cohesive and engaged team focused on the customer and aligned to the business objectives. As an HR Manager, establishes a collaborative relationship and strategic partnership with operations toward moving the business forward.

Career Experience

WORTHINGTON INDUSTRIES Dec 2008 to Present

Corporate Human Resources Manager March 2014 to Present

Responsible for all mergers, acquisitions, closures, divestitures and consolidations.

Mergers and Acquisitions- By providing HR and operational direction, integrated the workforce and plant leadership into the corporate culture and business systems. Reduced barriers to developing an engaged workforce. Introduced lean tools and processes concentrated on maximizing operational efficiency.

Closures divestitures and consolidations- Developed and executed a detailed plan that allowed for a safe and efficient transition while treating the departing employees with respect and options for their future.

Regional Human Resources Manager July 2012 to March 2014

Responsible for the strategic and consistent application of HR activities across multiple plants including workforce planning, compensation, management development, performance management, recruiting and employee relations.

Developed a collaborative and trusting partnership with the Plant HR Manager, the plant leadership and the workforce by prioritizing safety, demonstrating a hands-on presence on the manufacturing floor, cultivating mutual respect, establishing aligned goals, applying consistent and fair performance management and encouraging frequent two-way communication.

Helped lead the operating teams in the development and implementation of a strategic plan to improve performance focused on the long term viability of each facility.

Site Transformation Lead Jan 2011 to July 2012

Partnering with the Plant Manager, provided cross functional leadership across facility focused on continuous improvement initiatives.

Educated and engaged workforce in lean production while encouraging their participation in continuous improvement teams.

Introduced and drove a systemic approach to metric improvement and problem resolution.

OSHA Recordables were reduced by 25%, productivity improved by 38%, internal quality improved by 15% and on-time-delivery improved by 7%.

Plant Human Resources Manager Dec 2008 to Jan 2011

Responsible for employee relations, safety, training, hourly and salaried recruiting, compensation planning, benefits and performance management.

Led effort that decertified the union. Empowering the workforce, treating them respectfully and reacting to their concerns led to the realization that an us vs. them environment was dysfunctional and counter-productive.

Drove a safety mindset by increasing awareness, identifying potential dangers, encouraging group problem solving that reduced or eliminated the risks.

Trained and implemented a new performance review system. Aligned goals from the top of the organization through the hourly workforce. Developed new bonus and merit system that paid for performance. Implemented succession planning within division.

COMMERCIAL VEHICLE GROUP Feb 2007 to Dec 2008

Site Human Resources Manager

Responsible for labor relations, safety, training, hourly and salaried recruiting, compensation planning, benefits and performance management for a two plant site of 560 employees.

Opened the local agreement early which reduced inefficient work practices, introduced operator certifications, upgraded production standards and nearly eliminated grievances. The new agreement also resulted in reduced wages, less vacation, increased health benefit contributions, reduced premium time, improved attendance policy and outsourced janitorial/grounds keeping services.

Revamped the maintenance training program by upgrading the skills matrix, performing gap analysis, establishing a training plan, implementing qualification testing and introducing annual refreshers. As a direct result of these program enhancements, significant improvements were noted in preventative maintenance which reduced unscheduled downtime by 10+%.

By introducing a structured approach to safety that focused on improved awareness, personal accountability, regular audits, employee recognition and team oriented problem solving, the recordable incident rate decreased by 29% and the lost time case rate dropped by 54%.

FORD MOTOR COMPANY Sept 1977 to Dec 2006

Plant Operations Manager July to Dec 2006

Responsible for transmission assembly, machining, engineering and maintenance in a plant of 400 employees.

Empowered salaried and hourly workforce with lean principles. Developed effective work teams.

Reduced safety recordable injuries by 22% with one lost time case of 3days.

Improved quality first time through by 15%.

Improved hours per unit by 12% and job per hour by 10%.

Reduced work in process by $6M.

Manufacturing Area Manager Aug 2004 to July 2006

Responsible for vehicle assembly operations over 560 employees.

Led consolidation of two vehicle assembly plants. Moved 7,500 foot assembly line and ran at required production and quality levels a month ahead of schedule. Quality performance was considered “Best in North American Operations”.

Reorganized operation and replaced supervisors with hourly group leaders who led self-directed work teams. Vehicle quality improved by 25% and was rated “Best in Ford”. Safety performance improved by 31% with no lost time cases. Company’s lean system coaches recognized these empowered work groups as “Best in U.S. Operations”.

Human Resources Manager July 1993 to August 2004

Held position in three different union facilities. Established and enforced plant policies and procedures with staffs as high as 32 employees including labor relations, salaried personnel, safety, training, medical and security. Negotiated and administered a labor contract for 1,600 to 2,100 UAW represented employees. Also supported between 180 and 210 salaried employees.

Opened the local agreement early in 1998 and led the negotiations to a highly efficient agreement. This joint effort improved the competitive position of the plant and resulted in new work. Continued this drive for efficiency during the 1999 national negotiations. Successfully negotiated and implemented over $15 million year-over-year savings due to substantial work practice and local agreement improvements.

Introduced and championed case management process that reduced lost time case and severity rates by over 70%. Plant was named “Most Improved for Safety”.

Selected to the national negotiations preparation team that included the training of all U.S. HR Managers and Labor Relations Supervisors.

Reduced annual grievance costs by 57% (143K) by building a sustainable system of accountability to control excess payments and by addressing root cause through the training and coaching of first line supervision.

Education and Training

University of Michigan, Bachelor of Science Degree

Business Leadership Initiative, Continuous Improvement- Kaizen Leadership, Control Plan/Reaction Plan Development, Crucial Conversations, Crucial Accountability, Dale Carnegie, Dupont’s STOP Safety Program, Effective Listening, Effective Work Groups, Ergonomics, Failure Mode Effect Analysis, Getting to Yes, Influencer Training, ISO9001, ISO 14001, The Leadership Engine, Lean Learning Academy, MODAPT Time Studies, Negotiations Pro, OSHA Compliance, Performance Management Coaching, Project Management, QS9000, Quality Operating Systems, Recruiting, Theory of Constraints/Bottleneck Analysis, Root Cause Analysis Methodology, Seven Habits of Effective People, Six Sigma Methodology- Champion and Green Belt Certification, Statistical Process Control, Strategic Planning, Value Stream Mapping

Contact this candidate