Melissa E. Brown

**** * ***** ******* ****, Bloomington, IN 47401

act923@r.postjobfree.com 812-***-**** (cell)

HR Business Partner with a strong track record of designing and implementing effective HR strategies that balance employee and business needs, while driving positive organizational change, developing competencies and supervisory skills in leadership, and increasing employee engagement and retention through open communication and strong transparent processes.

Functional Skills:

Change management for business/management strategies Coaching and Mentoring

Facilitation of Six Sigma, continuous improvement and other events Mergers, acquisitions, divestitures and closures

Recruitment at all levels, including C suite Compliance

Soft Skills:

Strategic Thinker Collaborative Self-Starter Creative and innovative problem solving and analytical skills

Ability to work with and influence all levels of management Energetic Confident

Professional Experience:

Vehicle Service Group, A dover Company, Madison, Indiana. An international operating company with a Fortune 500 parent, specializing in the manufacturing of vehicle lifts and collision products.

HR/Organizational Development Director 2/2013 to 2/2016

With a team of 3 employees, managed all employee morale events, wellness programs, benefit coordination, policy development, compliance programs, payroll, employee relations, compensation development and administration, along with organizational development and design opportunities for a 420 employee NSA organization.

Facilitated and guided, using a cross functional team, the organization to a 4 value stream model, which netted $4.2M in productivity last year. The transformation is continuing with focus on operator led initiatives through safety, quality and 5S.

Designed and implemented a transparent, graded approach to compensation to transform pay from an HR-owned to a leadership-owned program, while improving the performance review process to better tie merit to performance (how and what).

Increased employee engagement by introducing competencies and development plans for senior leaders, and provided one on one coaching for improvement.

Introduced behavioral based interviewing and redesigned the recruiting process to improve candidate experience, quality of hire, and ensure compliance. Stronger candidate fit along with a new on-boarding program reduced employee turnover in first year of employment. Also reduced dependence on temporary manufacturing employees by reducing percentage employed from 25% to 7%, without increasing overall labor and benefit costs.

Combined a strong wellness program with the opening of an on-site clinic for employees, spouses and dependents over the age of 2, which assisted the employee population to achieve a 10% shift in risk factors of BHI’s between 2014 and 2015. This was also supported by an educational push to get employees to select CDHP plans, which should reduce medical spend over time.

Prepared the organization for a 2016-2017 Oracle and Salesforce.com implementation by helping Senior Management, IT and Marketing Directors identify gaps in talent, ways to bridge those gaps, recruiting plans, and the importance of change management, communication and the development of super users.

HNTB, Kansas City, Missouri. An employee-owned architecture, planning and engineering consulting firm of 3,500 employees that specializes in designing corridors, bridges, roadways, airports and professional sports stadiums.

4/2008 – 2/2013

Director, HR Programs 1/2011 to 2/2013

Designed and implemented Company-wide HR Programs working directly with the HR Advisory Committee.

Developed and implemented a Performance Recognition Program with multiple components: Goal Setting, Performance Review, Compensation, and Career Development. By enhancing the strongest components from the existing HNTB program and designing new business oriented elements (employee development and project performance and client relationships) the program was readily adopted and improved engagement at all levels.

Introduced a Succession Planning model that was a simple, discussion tool for leadership, identifies successors and high potentials, assigns development owners and holds them accountable for employee growth, as well as focusing on retention risks and low performers, leading to a larger number of skilled project managers, office leaders, and program managers.

To improve consistency in policy application, worked with individual policy owners to redesigned all policies to be simple, concise and self-service (IT, Finance, Audit, HR, Marketing, Travel, etc.).

Created Officer Development Program, is a multi-year office leader driven, goal-setting and achievement measurement program to assist the Division Management Team in the determination of qualified candidates for officer candidacy. In first year, 45% of participants received an AVP nomination.

Divisional Human Resources Consultant, Great Lakes Division 4/2008 to 1/2011

HR Business Partner for Division, which covered 5 states, 12 offices, and approximately 500 employees.

Promoted to Associate Vice President, 12/26/09 (7% of organization are officers)

Drove the recruiting process to reduce time to fill on key production-oriented positions (from 120 days to 62 days). Played a pivotal role in finding and recruiting candidates for crucial positions in niche markets –high speed rail, aviation and environmental planning. Reduced voluntary turnover from 10.5% to 5.91%.

Developed Leadership Roundtable, a four-session leadership development and retention program for 5 – 10 year Engineers (high potentials). The interactive sessions require the participants to learn, apply and interpret, and then practice the concepts being introduced (leadership, operations, business and sales). Today, 4 participants have been named to Office Leader roles.

Arrow Electronics, Inc., Melville, New York. A global Fortune 500 technology provider of products, services, and solutions to industrial and commercial users of electronic components and computer products.

Manager, Human Resources, Enterprise Computer Solutions (ECS) Unit 7/1999 to 4/2008

Elevated to a North American (U.S. and Canada) strategic business partner from a general employee relations’ role for all 12 ECS Business Groups for human resources and business development initiatives. Supported a North American population of 650; Led a staff of 3 - 8, including recruiters, compensation analysts, L&D professionals and HR consultants, in 8 offices in the US and Canada.

Designed organizational structures to meet business needs, vendor and customer requirements, while increasing productivity, continual employee development and high career satisfaction via a cost-effective business model.

Built and communicated comprehensive business case for executive team around HR impact, cost and compliance of potential acquisitions and divestitures, while working in a cross functional team to identify talent synergies, redeploying high potentials into new roles and divisions, and recommending top talent for key current and future roles. Also led the HR team through integration steps (talent assessment, organizational design, total reward compliance, etc.).

Resolved sexual harassment, EEOC, OFCCP and discrimination claims, with no settlements or losses, while creating a positive working environment.

Designed and conducted L&D programs in areas of critical need, including competency analysis, facilitation of career pathing discussions, conflict management techniques, et al for Division’s managerial population of 120.

Designed and began the implementation of the change management and HR portions of the $12M Oracle Enterprise Planning Resource system for North America, impacting $4B in revenues via entire population of 1,400.

Developed the change management approach for the Global Total Rewards team by creating communication plans, training and facilitation guides which reached out to over 400 managers and 8000 employees. As part of the project, analyzed 240 key positions in Computer Solutions Business and ensured compliance with federal guidelines; maintained current cost basis, leveraged competitive market surveys and used Access to create an automated data retrieval system for use by Global Total Rewards team.

Designed recruiting plan to strengthen succession planning by acquiring and/or eliminating talent at the Director/VP level with the ability to lead the company to 25% organic growth within the US market (for 2007, 5 hires/2 removals).

Selected for a company-wide Arrow executive task force designed to construct a firm-wide diversity program.

Additional Experience

Chicago Title and Trust (now Fidelity National Financial)

Field Operations Consultant, Indiana HR Representative

Freie Universitat Berlin, Berlin, West Germany

Associate Professor

Stadtbuecherei Krefeld, Krefeld, West Germany

Assistant Librarian

Education:

B.A. in Mass Communication, University of Iowa, Iowa City, IA

M.A. in Western European Studies, Indiana University, Bloomington, IN (All but Thesis)

Held SPHR from 1999 through 2013

Six Sigma Green Belt

Korn Ferry – Leadership Architect and Voices certified

DDI – certified Behavioral Based Interview trainer

Trained Coach – Zenger/Folkman

Predictive Index Analyst

Additional training in: Coaching, facilitation, change management

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