Christopher S. Day 860-***-**** acwl3k@r.postjobfree.com

Summary

Visionary human resources leader as well as business partner possessing both the strategic and tactical skill sets to support business growth and effective P&L management globally. Has effectively developed programs, processes and tools using a wide range of HR levers focusing on Employee Engagement, Workforce Planning, Talent Management, Supplier Sourcing, Performance Differentiation/Calibration, Organization Design/Effectiveness, Sourcing/Pipeline Development, and Change Management.

Experience

AETNA

Revenue $58 B-National Healthcare Insurer-50,100 Employees-Hartford, CT

2004 to 2016

Responsible for leading a domestic and international team in the management of all the cyclical processes aligned to staffing, supplier sourcing, career and leadership development, compensation, succession planning, performance management, and talent acquisition and management. Worked closely with the HR COEs as required.

Director-Human Resources

2011 to 2016

Key Deliverables-

Organizational Redesign-Identified a process gap and designed, planned, and implemented a new organizational service model to address the requirements of resource management. The model improved staffing response times by 15-25% as well as brought a higher level of organizational visibility to the function across the organization.

Change Management-Led a deep dive organizational analysis assessing business components in light of significant budgetary pressures. Helped entrenched leaders look beyond today into tomorrow to develop actionable plans and strategies that ranged from insourcing to outsourcing each component.

Resource Forecasting-Developed a flexible data-driven resource model leveraging various workloads and internal accounting models to forecast potential organizational staffing needs that could be over or under affordability supply levels 90 days’ sooner than the typical cycle. Increased visibility into this planning process allowed for better organizational resource deployment and financial contracting.

Workforce Utilization-Developed an internal process combining key budgetary financial inputs, resource allocations and utilization assumptions to manage overall resource deployment on a monthly basis.

Lead-Human Resources

2004 to 2011

Key Deliverables-

Employee Engagement-Identified key leadership as well as individual contributors and drove succession planning, cross-training and career path development for early in career and diverse departmental employees who could be impacted due to predatory recruiting by external competitors were identified and communicated with regarding organizational intent.

Resource Retention-Identified a potential risk area and implemented performance rating/managerial feedback stratification processes for both employee and supplier based-resources that focused on key subject matter experts whom might be at risk for turnover.

Employee Performance Calibration-Designed a management tool and process that allowed for further differentiation and calibration of performance amongst employees who were similarly rated. Process was leveraged for compensation planning and actual awards, resource specific training, succession planning, job rotations, as well as workforce reductions.

Organizational Effectiveness-Designed and implemented several new tools and processes impacting resource on-boarding. These were standardized, pre-on-boarding assessments, consistent training curriculum content and certifications aligned to international standards. Interviewing processes leveraged role specific BEI content.

Cigna

Revenue $22 B National Healthcare Insurer-31,000 Employees-Bloomfield, CT

1998 to 2004

Responsible for leading a domestic team in the management of all the cyclical processes aligned to staffing, career and leadership development, compensation, succession planning, performance management, talent acquisition and management. Worked closely with the HR COEs as required.

Assistant Vice President-Human Resources

2002 to 2004

Key Deliverables-

HR Leadership-Responsible for leading a domestic multi-site team across all the cyclical processes aligned to staffing, career and leadership development, compensation, succession planning, performance management, employee development and talent management. Worked closely with the HR COEs as required.

Talent Management/Pipeline Development-Led a long-term key competitor talent identification process that ultimately led to key hires within a field based sales and account management team. The overall process was a radical departure from the usual staffing process that required significant new thinking around talent acquisition and retention.

Organizational Effectiveness-Implemented new organizational workflows centered on areas of expertise or practices housing subject matter experts. This model allowed the better leveraging of a finite resources across a larger core of projects.

Organizational Redesign- Led the complete functional rebuild of the core Underwriting organization supporting all the middle market sales organization. The job focused on process and workflow redesign, job family creation and FLSA validation, employee selection and realignment, as well as organizational change management requirements.

Director-Human Resources

1998 to 2002

Key Deliverables-

Hyper Staffing-Led a 120-day resource ramp up (100+ resources) to address a critical, time-boxed program. Developed the resource skills and competency matrices, onboarding processes, managerial tools as well as the various affordability parameters for each level of resource needed.

Employee Performance Calibration- Developed processes to effectively identify top talent according to a collaboratively defined organizational value matrix. Process influenced staffing decisions and assignments, compensation differentiation, training and development as well as progressive discipline outcomes across the organization.

Change Management- Led a corporate-wide compensation project in which all cross-company job families were redefined and retooled on lateral as well as vertical career paths. Project significantly challenged the status quo as well as entrenched thinking about career progression.

Risk Management-Managed a significant DOL audit (time/$$ impact) that resulted in the company ultimately developing improved career paths that would eliminate any future FLSA issues.

Job experience prior to 1998 in Human Resources has been in the computer services, multi-line insurance, high-tech manufacturing and in-patient clinical care industries

Education

BS Psychology & Sociology - St. Lawrence University

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