Leadership and Organization Development Executive

Jennifer Stanhouse Ferrara

*** ******* ******** ********, ** 30067 **********@*****.*** 704-***-****

SUMMARY OF QUALIFICATIONS

Forward-thinking Human Resources professional with 20 years of diverse experience working with clients across multiple industries, countries and corporate functions. Proven success in designing and delivering leadership development programs and processes to develop internal talent and improve business performance. Areas of expertise include:

Leadership Development

Organizational Development

Assessment and Selection

Curriculum Design

Talent Management

Career Development

Executive Assessment and Coaching

Performance Management

Hogan certified

Program Facilitation

Team Effectiveness Consulting

Birkman certified

Slating / Succession Planning

Organizational Design

MBTI certified

PROFESSIONAL EXPERIENCE

Children's Healthcare of Atlanta, Atlanta, GA 2012 – March, 2017

Director, Learning – Leadership Development and Organizational Effectiveness

Lead the design and execution of the overall strategy and approach for leadership development and organizational effectiveness at one of the leading pediatric hospitals in the US.

Led a team of 10 to develop and execute programs and processes to meet system-wide leadership and professional development needs for 10,000 healthcare professionals.

Designed and delivered targeted leadership development programs for top talent employees at all levels, including curriculum design, faculty selection and preparation, facilitation, and selection and training of coaches and mentors.

Led the successful execution of all talent management processes for the organization, i.e., onboarding, assessment, performance management, development planning, talent calibration, slating, and succession planning.

Developed and delivered appropriate organizational effectiveness solutions, including individual assessment, feedback and coaching, team effectiveness consulting, organization assessment and design; partnered with 68% of the “top 200”.

Established and maintained partnerships with HR business partners to execute talent strategies.

Designed and delivered a “top 20” program for senior leaders resulting in increased understanding of organizational strategy, value creation, operational excellence, and authentic leadership; almost a third of the participants were promoted within two years.

Developed and launched a high-touch New Leader Onboarding process including an initial orientation, team assessment, new leader acceleration, and 360o feedback resulting in reduced time to proficiency and increased retention.

Led development of an online Career Development Center to enable employees to assess their skills and interests, create a development plan, and take action on career goals; the site includes competency-based development guides and learning paths.

Led the creation of an online performance support center with topic-specific “toolkits” containing content designed to support in-class learning, as well as enhance general management and leadership skills; the site had 76,000 individual visits in its first year.

Bank of America, Charlotte, NC 2006 – 2012

SVP, Leadership Development – Executive Development Programs

Designed, developed and delivered all elements of enterprise leadership development programs and related processes and tools for Fortune 25 organization.

Led enterprise-wide needs analysis with cross-functional team of HR and leadership development colleagues; used results to create a conceptual design for the next generation of accelerated Executive Development solutions to better support the business strategy, address critical skill gaps and help meet future enterprise talent pipeline needs.

Led the design and delivery of enterprise-wide leadership development programs for top talent, including curriculum design and development, internal and external faculty selection and preparation, coach selection and training, vendor management, communication strategy and execution, and onsite facilitation.

Launched enterprise-wide development program with action learning projects designed to solve real business challenges identified by senior leaders; five of eight projects were implemented with projected revenue / savings over $100MM.

Delivered top talent programs on time and under budget ($2.1MM) while achieving participant satisfaction scores between 98-100%.

Redesigned executive coaching model for Band 3 top talent to combine external assessment and feedback with internal business coaches to provide a targeted development plan supported by follow up coaching from leaders in the business.

Created online participant sites with tools to enhance learning post-program, including development planning tools and resources, e.g., topic-specific videos on demand, and articles and book summaries organized by leader competency.

Conducted four year study of 600+ past program participants to assess business impact; results showed program graduates were three times more likely to be promoted as their peers and 32% more likely to stay with the company.

Provided consultation and content to leadership development partners aligned to business units to enable them to deliver business-specific development, including creating how-to toolkits for coaching, mentoring, development planning, and action learning.

JENNIFER STANHOUSE FERRARA Page Two

PROFESSIONAL EXPERIENCE (Continued)

Bank of America, Charlotte, NC 2005 – 2006

VP, Leadership Development – Consumer Real Estate and Insurance

Owned and executed all leadership development processes for the Consumer Real Estate and Insurance lines of business for Fortune 25 organization, including executive slating and onboarding, talent planning, and performance management.

Partnered with the Leadership Development Programs / Process team members to build a sustainable talent management process for the Consumer bank, resulting bi-monthly talent council of Band 1 leaders led to reduced time to fill for business critical open roles.

Managed succession planning process for Band 1-3 executives, including talent assessment and slating.

Improved existing executive onboarding process by creating new versions of onboarding plans for internal hires, building a web-enabled onboarding tool, and creating supporting toolkits for HR business partners to communicate and drive the process.

Led stakeholder reviews for new Band 2-3 executives, including interviewing key stakeholders, writing comprehensive feedback reports and conducting in-depth feedback and coaching sessions with executives and their HR partners.

The Home Depot, Atlanta, GA 2002 - 2005

Manager, Executive Assessment and Development

Managed design and delivery of leadership development processes and initiatives for Fortune 30 company, including executive assessment, 360 feedback sessions and high-profile, executive leadership programs.

Planned and managed all aspects of high-potential executive and director-level leadership programs including curriculum design, internal and external faculty selection and preparation, facilitation, and communication strategy design and execution for senior executives, program participants, and world-class faculty.

Conducted two-year ROI analysis to measure business impact of customized leadership development on leader performance, promotion and retention; presented findings at 2004 UNICON conference for executive education.

Used leaders’ 360 data to create interactive tool for facilitated feedback sessions with their teams; leaders described the sessions as very positive and subsequent performance data showed improvement in targeted development areas.

Improved existing executive assessment process by building an executive-level competency model to ensure organizational use of a consistent set of officer selection criteria; created training around the new process including related toolkits for executives, assessors, and HR partners.

Conducted executive assessments for officer selection, including leading in-depth interviews with officer candidates and their key stakeholders and writing comprehensive feedback reports concluding with recommendations for promotion, with final review and approval from the CEO.

Willis Towers Watson, Atlanta, GA 1997-2001

Human Capital Consultant

Designed and implemented best practice HR systems for Fortune 500 companies across a variety of industries, including financial services, healthcare, pharmaceutical, entertainment and telecommunications.

Designed and implemented bilingual employee satisfaction survey at eight locations in the U.S. and Puerto Rico for leading financial services provider; survey results were used to design manager training.

Conducted multi-source assessment of executives at nation’s leading voluntary healthcare organization and designed behavior-based development guide around results; follow-up study showed improved scores.

Created competency-based selection tool to close the gap between current organizational capabilities and executives’ vision of the future state during international merger of two major pharmaceutical companies.

Conducted behavioral interviews and used qualitative data to develop competency model for ongoing performance management and improvement at one of the world’s leading helicopter services companies.

Developed written and electronic training materials to roll out new succession planning process for leadership at world’s number one soft drink company, creating line-of-sight between individual and organizational goals.

University of Georgia, Institute for Behavioral Research, Athens, GA 1995-1997

National Institute on Alcoholism and Alcohol Abuse (NIAAA) Graduate Research Assistant

Received NIAAA National Research Service Award (one of 15 in the U.S.)

Led research team studying corporate downsizing and its impact on employee organizational commitment; asked by director to design survey instrument for National Employment Survey.

EDUCATION

M.A., Organizational Behavior, University of Georgia, Athens, GA, 1997

B.A., Sociology, Furman University, Greenville, SC, 1994

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