BOB WELSH

acy6yv@r.postjobfree.com +1-614-***-**** www.linkedin.com/in/welshhr

Human Resources and Talent Management executive with international and domestic experience in Logistics, Consumer Branded Goods and IT Services sectors. Areas of expertise include HR strategy & planning, talent management, leadership development, succession planning, recruitment, performance management, change management, employee engagement and HR systems. A forward thinking, creative and passionate leader who translates organizational strategy into HR priorities and takes a “hands-on” approach to implementing solutions to develop culture and capability. EXPERIENCE

Vice President, HR at Deutsche Post DHL

January 2015 to December 2016, Columbus, OH

Leading a number of enterprise projects for both HR and Corporate Boards to build the organizational capability needed to deliver DPDHL’s Strategy 2020 for a 56B€ business with 500,000 employees based in 220 countries and territories.

- Designed and launched the next generation executive development series introducing updated leadership attributes and Strategy 2020. This module represented the first training facilitated only by the Board and top executives.

- Partnered with external and internal labor experts to develop a 21st century, global approach to Employee Relations, including implementation of new processes, tools, training and scorecards to 3,000 HR Business Partners.

- Designed and deployed a Transformational Leadership toolkit, training and mentoring to the top 800 HR leaders.

- Led the development training and aligned policies to prepare HR to deploy the new job grading process (RCS), and the updated succession planning and development processes. Vice President, Learning & Development at Deutsche Post DHL August 2009 to December 2014, Bonn, Germany

Led the enterprise Learning & Development function covering all four business lines and support functions. Developed and led a team of up to 32 directs and ~180 dotted line learning & talent professionals and managed a central budget of up to 23M€. During tenure, DPDHL was awarded Best Workplace by “Great Place to Work”; top global employer by “Top Employers Institute” and named a most admired company by “Fortune.” Also, customer satisfaction increased by 18%

(68% to 80%), employee engagement by 20% (60% to 72%) and organizational EBIT grew from .2B€ to 2.96B€.

- As a member of the HR Board, collaborated with divisional CHRO’s to define an integrated HR roadmap to create value for employees, customers and investors.

- Introduced the first global executive development program for the top 1,700 executives to establish common expectations for leaders, support individual development and increase cross divisional collaboration.

- Aligned divisional leadership program content, coaching contracts and 360 tools to increase impact, quality and utilization while generating 2.3M€ in annual savings.

- Developed and implemented a learning architecture to integrate leadership development and succession outcomes.

- Consolidated ~180 learning and talent systems and increased system utilization from 30,000 to ~ 400,000 employees while extending language support from 3 to 32 languages. Vice President, Talent Management at DHL Supply Chain & Global Forwarding February 2005 to July 2009, Columbus, OH

Led the America’s talent management function for DHL Supply Chain and Global Forwarding divisions consisting of a combined $4B business with 60,000 employees based in 18 countries. Built and led a regional team of 12 and a budget of $3.5M. By 2009 these businesses had achieved the best HR metrics within DPDHL and best in division performance.

- Facilitated the HR Leadership team in the development of a multi-year HR roadmap and annually facilitated the HR priority planning process for the region.

- Established and chaired a leadership development council (LDC) with regional board members. Key initiatives included introducing a candidate slate process that increased internal GM placements from 20% to 70%, deploying a

“high potential” program which doubled retention of emerging talent, and extending development and succession processes to 100% of regional sites to raise overall employee engagement and increase transparency of talent.

- Introduced the first employee opinion survey and increased employee engagement from 56% to 70% in 3 years.

- Designed and implemented a custom talent system and deployed to ~10,000 white collar workers in four languages. Utilized data from this system to generate first comprehensive talent analytics and inform workforce planning.

- Standardized a front line leadership training approach that annually delivered over 160 three-day training sessions at a total cost of $500 per participant. Consolidated analytics correlating program utilization and site profitability. Manager, HR and Organizational Development at Scotts Miracle Gro July 2000 to February 2005, Marysville, OH

Managed various projects to drive business transformations across all product lines and functions for a $2.5B business with 8,000 employees based in 5 countries. Led teams of up to 30 reports and budgets of up to $5.5M.

- Developed custom competencies for the business lines and functions and deployed these through new performance, succession planning and development tools and processes.

- Led a team to implement a new operating model for Lawn Service Division including new product offerings, updated processes, new operational system, organizational design, training, communications and incentives.

- Led a project team to migrate PeopleSoft HRIS and payroll to SAP HR for North America.

- Led a change management team through 4 SAP implementations in North America and Europe. Responsibilities included communications, training, job design, security and a post go live ROI scorecard. Manager, HR at Cap Gemini

August 1995 to July 2000, Columbus, OH

Worked across all aspects of HR taking on increasing responsibilities from a practice office to global projects for a $2.8B IT and Professional Services firm with 30,000 employees in 33 countries.

- Worked directly with the CTO to deploy an enterprise knowledge management solution, and worked with the CLO of Cap Gemini University (France) to develop new consulting and leadership programs.

- Led a think tank of sales executives and senior consultants for the central region to rethink consultant training and identify new business opportunities. Introduced career paths regionally and a new government sector sales team.

- Conceptualized and implemented a college recruiting program and a consulting boot camp for the central region. Graduates had 35% higher bill rates and 80% higher retention rates than non-graduate peers.

- As an HR generalist helped grow the Columbus practice from 80 to over 400 consultants. Responsibilities included recruiting, orientation, career coaching, retention and employee relations. Executive Recruiter at Career Insights and MSI Healthcare August 1993 to July 1995, Columbus, OH and Tysons Corner VA Recruited and placed senior level talent across the US for banking, software development firms and medical practices. Worked with customers to define role requirements and worked with candidates to clarify needs and interests. Facilitated the interview process and negotiated the terms of employment. BOARD EXPERIENCE

- DPDHL: Global HR Board (2009 – 2014)

- Leverage HR: Global Leadership Development (2013 – present)

- City of Westerville: Personnel Board (2017 – 2020) EDUCATION

Otterbein University George Washington University

MBA Finance (June 2003) BA Political Science (January 1993) CERTIFICATION

ICF – Certified Coach, HOGAN, MBTI, MBTI, DISC, various 360’s, PERFORM–project management, SPT –process design, First Choice–Six Sigma, ACT –change management.

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