Human Resources Manager

MICHAEL M. GOLDBERG 469-***-****

**** ******** ******, ******, ** 75205 *****************@*****.***

Human Resources Executive with a presence and a demonstrated ability to turn around, grow and integrate diverse operation in complex business and cultural environments. As a valued adviser and trusted confidant to Senior Leadership Teams, I have a reputation as a decisive, results-driven leader, delivering on both strategy and execution. My focus is with the business ensuring the effective deployment of human capital to achieve business results.

DirectEmployers Association, Indianapolis, IN www.directemployers.org 2016 - 2017

Nonprofit organization that provides OFCCP compliance and recruitment marketing services to Federal Contractors in the United States. $14M in revenue with 50 employees.

Interim Executive Director

Created strategic business plan to help grow the organization from $14M to a $20M organization by 2020

Reorganized business processes and procedures in the areas of finance, benefits, and performance accountability to help the organization meet its’ goals for the next four years

American Heart Association, Dallas, TX www.heart.org 2013 - 2016

The American Heart Association is the nation’s largest voluntary organization devoted to fighting cardiovascular diseases and stroke. Over $850 million in revenue; 3,500 employees. The culture – fast paced, complex and entrepreneurial.

Director, Talent Acquisition

Lead a team of three recruiters, one sourcer, and diversity/compliance coordinator for the National Center offices and provides strategic direction and change leadership for 16 recruiters across the United States. Winner of 2014 Candidate Experience Award by The Talent Board.

Participate as a project leader on Human Resources Change Leadership team implementing Workday HRM including performance management, compensation, and talent management

Establish effective diversity hiring programs resulting in 25% hiring success in year one focusing on veterans, individuals with disabilities, and diverse candidates for management and senior leadership roles.

Develop recruitment-focused blended learning programs that increase recruiter productivity by 30% and reduces time to fill by 10% year over year.

Implement technological change over last three years such as video interviewing tool, Take the Interview and Findly CRM to improve overall recruiter efficiency around candidate selection and sourcing.

The Freeman Company, Dallas, TX www.freemanco.com 2006 – 2013

World’s leading provider of integrated services for face-to-face marketing events including expositions, conventions, corporate events and exhibits. Over $1billion revenue; produces 4,300+ expositions annually, including half of the largest 200 US trade shows.

Director, Talent Acquisition 2011 - 2013

Human Resources and Recruiting Manager 2006 - 2011

Hired as an HR Manager overseeing four U.S. cities and developed strategies for the company’s recruiting function in the United States, Canada and England. Managed a $750,000 budget and five Regional Recruiters who source, recruit and screen candidates for corporate and branch positions.

Enhanced recruiter productivity by 52%, reduced “time-to-fill” by 47 days, and saved $1.3 million in recruiting costs by revamping the hiring process and creating a true recruiting partnership between the hiring managers and the recruiters.

Managed Employee Relations issues for four U.S. cities focusing on succession planning, improved employee engagement and resolving employee and manager issues quickly.

Boosted career site candidate “hit rate” by 45% by developing branding campaigns and improved the Freeman’s career site.

Software Spectrum (acquired by Insight in 2006), Plano, TX www.insight.com 2005 – 2006

Technology solutions provider serving global and local clients in 170 countries, including 80% of Global Fortune 500 companies.

Recruiting Manager

Managed talent management solutions in the U.S. for all levels of sales, marketing, business development, IT, accounting, finance and customer service positions. Also collaborated with Recruiting leaders in Europe and Asia on talent onoarding strategies. Managed a team of four recruiters.

Reduced average “time-to-fill” from 65 days to 32 days in less than six months.

Achieved a 98% qualified candidate match by redesigning hiring profiles and the candidate assessment process.

TalentReach, Dallas, TX 2001 – 2005

Human resources consulting providing talent management and acquisition services including recruitment and staffing, retention, coaching, performances management, strategy development, and business planning.

Managing Partner

Focused on both Human Resources and Talent Acquisition engagements with small to medium sized organizations (up to $1B in revenue). Led “state of department” assessments to identify strengths/weaknesses and recommended staffing and retention solutions. Focused in the areas of Compensation, Learning & Development, Talent Management, and Talent Acqusition

Formalized job descriptions and led a company wide compensation analysis on all positions.

Grasped the desired future state of the organization working with Human Resources leaders; and designing the change programs such as reducing time to fill by 50%, cost per hire by 34%, and turnover by 28% by identifying skill gaps in key departments and developing formal leadership training around coaching, mentoring and retaining talent.

BDO Seidman, LLP, Dallas, TX 1998 – 2000

Member firm of BDO International, a worldwide network of public accounting firms in 110 countries. BDO Seidman provides professional services including assurance, tax, financial, advisory and consulting to clients throughout the U.S.

Regional Director of Human Resources (1999 – 2000)

Director of Human Resources (1998)

Managed all aspects of Human Resources for four full-service, multi-state branch offices including performancement management, training, employee relations, and talent acquisition.

Saved the region $300,000 annually by finding opportunities to reduce costs through rigorous analysis of turnover, productivity, cost per hire, and monthly Human Resources and recruitment expenditures.

Increased candidate interest and offer acceptance by 50% for college and experienced hires by creating and implementing brand strategies and initiatives.

EDUCATION

MBA, Human Resource, University of Dallas

BA, Psychology, University of Georgia

SPEAKING ENGAGEMENTS

TalentNet Live – December 2016 – Building Diversity at the American Heart Association

Recruiting Trends – November 2016 – Building Effective Hiring Manager Relationships

Social Recruiting Summit – March 2016 – Developing Relationships wth Hiring Manager – Order Taker to Trusted Advisor

Social Recruiting Summit – July 2016 – Impactful Branding Without Breaking Your Budget

DEAM 2015 – May 2015 – VEVRAA & Section 503: Where Federal Contractors Are Now

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