Jean K. Halsell...

**** ****** ****** • Camarillo, CA 93010 • 805-***-**** • acv9cl@r.postjobfree.com

Courageous Human Resources Executive who delivers significant culture enhancement and sustainable results within domestic and international, multi-site financial, medical, industrial, and government industries. Formulates and executes innovative HR strategies that strengthen competitive position, achieve discretionary employee effort and successful business outcomes, and build exceptional shareholder reward. Recognized for leadership, strategic direction, management and business acumen, and operational execution in union/non-union environments. Insightful and compassionate leader who builds cohesive, multicultural teams and high performing organizations.

Corporate Culture: Developed healthy corporate cultures to drive employee engagement and to create environment of high performance, accountability, and integrity. Recognized nationally for 100 Best Places to Work for Women, Employee Training and Development, and Top Diversity initiatives

(WellPoint).

Talent Management: Implemented Talent Management, combining strategy with career planning and individual needs to identify, develop, and deploy key talent to drive business success. Helped accomplish business strategy by becoming a learning organization. Reduced turnover of top talent from 35% to less than 10%.

Strategy Development: Designed new organizational structures to support business strategy and drive return on investment. Designed and implemented regional P&L structure, increasing revenue and market share. Led business process mapping, saving $2M and restructured joint venture operations to cover variable costs, decreasing projected losses.

Cost Management / Workers’ Compensation: Analyzed human capital effectiveness and costs, utilizing proven business models and nationally recognized best practices. Reduced workers’ compensation costs 22%, regaining 3,200 lost days and capturing $3M medical cost savings. Executive Leadership that Builds Companies and Shareholder Value

Global Strategic HR Planning

Corporate Culture Development

Organizational Design and Development

Talent Management

Executive Coaching

Corporate Restructuring

HR Metrics and Performance

Union Negotiations and Relationships

HR Centers of Excellence

Compensation and Benefits

Driving Growth and Operational Excellence within Culturally Diverse Organizations Super King Markets, international supermarket chain serving Southern California’s diverse multi-cultural community 2014 – present VICE PRESIDENT HUMAN RESOURCES

Selected to lead the human resource function for this rapidly growing, privately held organization. This organization is a well-established grocery chain. Due to the rapid growth and high volume, a start up approach is necessary to establish a culture capable of continued success in this competitive, low margin industry.

• Performed gap analysis with the current human resource staff, processes and policies. To address potential company exposure, hired new team members to address compliance issues with safety, workers compensation, employee relations, record maintenance, benefits, compensation, leave of absence and employment law.

• Built an HR organization, lead and manage the new team ensuring compliance and successful implementation of strategic business and human resource initiatives.

• Methodically prioritized issues in human resources and risk management, developed action plans to maximize effectiveness of the team and minimize the company’s legal exposure in areas of employee relations, safety and workers’ compensation, and general liability mitigating additional legal action. ALIGNING HR WITH BUSINESS STRATEGY TO OPTIMIZE PERFORMANCE Jean K. Halsell Page 2

• Developed trusting relationships with key leaders to address the lack of confidence in the human resource team, enabling a shift in culture from blame, to future focused accountability.

• Successfully implemented processes and policies to ensure ongoing growth of the company and development of employees, as evidenced by the 25% decrease in injuries and cost in workers’ compensation cases. WellPoint, the largest managed healthcare, for-profit company in the Blue Cross and Blue Shield Association. 2000 – 2013 HUMAN RESOURCES BUSINESS PARTNER, MEDICARE BUSINESS UNIT, 2013 Selected to develop strategies to resolve financial and operational issues due to changing leadership and government regulations. Led HR support for clinical strategies, operations, and compliance, with 2,000+ employees.

Assessed gaps and developed communication and conflict training program to address cultural issues impacting organizational effectiveness.

Re-established HR credibility and successfully transitioned 50 job classifications from exempt to non-exempt with no legal issue.

Led team through complex merger between CareMore and existing Medicare Business. Integrated team as organization grew from 200 employees to 2,000+ employees nationwide. HUMAN RESOURCES BUSINESS PARTNER, INTERNATIONAL TEAM, 2010 - 2013 Assigned at request of Executive Vice President to collaborate on a strategy to mitigate losses of an unprofitable joint venture between four health insurance plans to create a private health insurance provider in China, with WellPoint as the major investor.

Developed rapport/trust with Joint Venture team to understand strategic focus and ongoing business model. Developed recommendations to repatriate leader and restructure business operations to cover variable costs.

Identified unprofitability of current business model, and worked with leadership to develop a new model/strategy to decrease losses and increase chances of profitability, to save the business.

Following decision to exit China market developed and implemented a strategy for existing business run out, reduction in force with Labor Union members, and a liquidation plan for ongoing work and company assets. HUMAN RESOURCES BUSINESS PARTNER, EXCHANGE TEAM, 2011 – 2012 Assigned to newly created Exchange Team, formed in response to federal Healthcare Reform legislation. Team was responsible for company readiness for massive changes to insurance laws.

Led team start-up, identified needed positions, leadership attributes, and communication requirements for Exchange Team, and developed plan to recruit internal talent for newly created positions.

Negotiated with stakeholders to secure headcount and ongoing financial support of team.

Recognized as one of first healthcare plans to be ready at onset of Healthcare Reform directives. HUMAN RESOURCES DIRECTOR, INDIVIDUAL BUSINESS UNIT, 2008 – 2012 Assigned at request of Executive Vice President to assess leadership team, and to drive turnaround of underperforming business segment, identified as growth engine for company. Led leadership coaching, organizational design, leadership selection, process improvement, and leadership training.

Led cross-organizational business process mapping to identify opportunities for profitability improvement and to achieve turnaround of underperforming business unit. Successfully achieved $2M cost savings in first year.

Completed end-to-end analysis of product development, reducing design cycle from 18 months to nine months.

Designed and implemented new business strategy and regional P&L structure to address leadership gaps, and to drive market focus and succession planning goals.

Eliminated captive sales agent organization, mitigating legal exposure with Department of Labor, and generating $9M cost savings. Successfully defended claims filed for additional compensation.

Developed company’s first member/customer retention unit, increasing customer retention 20%.

Designed and implemented span of control initiative to analyze indirect positions and organizational structure nationwide. Reduced levels from 10 to six, and created informal lead positions, with full supervisory certification, to assist managers with disparately large organizations.

Created new performance measures, sales distribution channels, and disciplined decision-making process for Division executives. Developed job descriptions, compensation, and incentives for redesigned organization. Jean K. Halsell Page 3

STAFF VICE PRESIDENT, HUMAN RESOURCES, WEST REGION, 2006 – 2008 Promoted to this newly created role to lead HR team during merger and integration of WellPoint and Anthem. Led business connection strategy for onsite delivery of HR and employee relations across four states and 10,000 employees. Directed 40 employees and $6M budget.

Led multiple business units through complex merger, creating values-based culture, effective leadership norms, and communication channels. Increased employee satisfaction 14%, and retained 100% of key talent.

Executed 30 changes in control among leadership team, delivering $3M cost savings.

Effectively transitioned field HR team to new reporting relationships, without disrupting customer service.

Designed organization to support Cost of Care Initiative for medical management and support of chronic illness. Designed and implemented operating model and reengineered business processes, significantly contributing to a $30M annual save of medical costs.

Developed Customer Advocacy approach to customer service to help consumers navigate health insurance. Program reduced medical costs 10% per incident and increased customer satisfaction 20%.

Created workplace violence policies and procedures to support 40,000 employees and to equip management for potential crisis situations.

HUMAN RESOURCES DIRECTOR, CA, 2004 – 2006

Expanded scope of services to four sites with 5,500 employees, following success at Newbury Park location. Led HR administration, employee relations, labor relations, recruiting, training/development, and HR Centers of Excellence. Directed 12 employees and $3M budget.

Negotiated three-year union contract with longstanding bargaining unit. Transitioned union from adversarial position to strong business relationship, completing contract on time for first time, with multiple concessions on pension, vacation/sick days, holidays, and medical benefits.

Developed Leaders in Action training program for 200 managers/supervisory employees, increasing leadership effectiveness 25%.

Led six corporate restructuring events affecting 700 employees, without legal action, saving $2M fixed costs.

Outsourced customer service for providers to a vendor in the Philippines, generating $1M cost savings.

Developed succession planning for 50 second/third generation leaders, and created six-month Pathway to Success program to expose high potential leaders to all areas of WellPoint organization and leadership skills. HUMAN RESOURCES DIRECTOR, Newbury Park, CA, 2000 – 2004 Selected to serve as Human Resource leader and Business Partner for this multifunctional business unit site with 2,000 employees. Led HR administration, employee relations, recruiting, training/development, and HR Centers of Excellence. Directed 12 employees and $2M budget.

Instituted Best Practices for workers’ compensation, including return to work initiative, case management, and ergo training. Program reduced workers’ compensation costs 22%, regaining 3,200 lost days and capturing $3M medical cost savings.

Created culture of accountability and communication, reducing workplace violence 20%, and increasing employee satisfaction from 62% to 82%.

Migrated to Centers of Excellence for HR Administration, Compensation/Benefits, Recruiting, and Organizational Development, increasing HR efficiency 25%.

Assessed effectiveness of existing leadership team. Developed and implemented leadership development action plans, resulting in increased leadership effectiveness and transition of 10% ineffective leaders. CalMat Company / Vulcan Materials Company, national provider of construction materials 1997 – 2000 CORPORATE HUMAN RESOURCES MANAGER, Los Angeles, CA Recruited to maximize the development and implementation of new and existing HR programs serving 2,000+ employees. Led employee relations, labor relations, recruiting, compensation/benefits, HRIS, organizational development, training, and industrial/office safety. Directed 14 employees.

Led integration of CalMat Company into Vulcan Materials, integrating HR services from three states to nationwide.

Supervised administration of employment laws and union contracts, and minimized/resolved union grievances, settling a 10-day Teamster strike.

Jean K. Halsell Page 4

Developed and executed leadership development and communication training program for 100 managers. California Air National Guard, federally funded CA military force 1996 – 2002 CHIEF MASTER SERGEANT, MEDICAL SERVICE SPECIALIST, 146th Medical Squadron, Point Mugu Naval Base, CA Orchestrated recruiting, staffing, coaching, mentoring, and safety of 65 enlisted and commissioned troops, including physicians, dentists, nurses, and medical technicians.

Ensured consistent application of regulations, succession planning, and performance management.

Advised Medical Squadron Commander on personnel matters and organizational strategy, while maintaining EMT and other medical/military certifications.

First woman to achieve rank of Chief Master Sergeant (E9) in 75-year history of the 146th Airlift Wing. Education and Industry Awards

Masters Dispute Resolution, MDR, Straus Institute, Pepperdine Law School, Malibu, CA BS, Business Management University of LaVerne, LaVerne, CA Pinnacle Award for Process / Organizational Design, WellPoint, 2011 Featured in Diversity Journal, Native American Executives, 2011 Professional Affiliations

Executive Board Member, Boys and Girls Club of Camarillo, CA, 2007 – Present Society for Human Resources, 1998 – Present

Contact this candidate