ROBERT E. BUCHANAN

* ******* ***** *****, ********, Ohio 43560 / 440-***-****

ad165y@r.postjobfree.com

https://www.linkedin.com/in/robert-buchanan-929b45/

SUMMARY AND SKILLS

SENIOR HUMAN RESOURCES EXECUTIVE

A Business Partner focusing on maximizing the people asset

Solution-focused leader who has shaped high-performane work cultures at Fortune 500 Companies. Utilize keen analysis, insights and team approach to drive organization improvements and implementation of best practices. Superior interpersonal skills, capable of resolving multiple and complex issues and motivating staff to peak performance. Broad knowledge of human resources and employs current human capital practices that attract and aid in retention of the people asset. Have engaged in a variety of business sectors including non-union and union environments and in companies with large numbers of exempt, non-exempt, and hourly employees. Experience initiating cost containment strategies resulting in significant savings. Additional areas of proficiency include:

Strategic and Human Resources Planning

Performance Management,

Culture Change Management and Rengineering

High Performing Talent Acquisition

Budgeting & Cost Management

Corporte Office & Field Collaboration

High stakes Labor Contract Negotiations

Diversity & Inclusion Alignment

Succession Planning & Training

Union-Free Management

Relationship Building & Problem-Solving

Human Resources Metrics & Organization Alignment

PROFESSIONAL EXPERIENCE

NSG PILKINGTON NA, Toledo, OH

Global Glass manufacturer, 11 sites, supporting 5,000 employees: combination union (hourly Steelworkers) and non-union (salaried); $5 million budget

Regional Manager, Talent Acquisition, Learning & Development

2016 – 2021

Challenge: To effectively partner with Sr. Leadership in developing plans and strategies for retention, recruitment, training and culture change.

Results:

(Project Glass): major focus on branding and social media; and plan resulted in a $3.0 million savings in recruiting costs

Designed and implemented salaried training program focused on upgrading skillsets of individual contributors; first-line supervision; middle managers and Regional Sr. Leadership

Designed & implemented culture change model adopted by Pilkington North America; attributing to a improving employee turnover from 22% divisional average to 16%

MERCY REGIONAL HEALTH CENTER, Lorain, OH

Contract assignment as Sr. HR Manager through Robert Half

2014 – 2016

Results:

Provided employee relations support: servicing three hospital campuses

Adviced and counseled clients in managing issues affecting performance, morale and employee development

Assumed consultative role in ensuring HR policies, practices and processes were administered consistently and uniformly across campuses

Managed day-to-day administration of five (5) labor agreements; and reduced grievance workload by 50%

HOSPICE SERVICES OF AMERICA, Campbell, Ohio

Human Resources Consultant (part-time: weekends)

2011-2016

Challenge: building a start-up business: Partnered with Medical Director in developing strategic business plan, financial budget and policies to ensure successful audit and organization’s licensing

CHARLOTTE REGIONAL VISITORS AUTHORITY (CRVA) Charlotte, North Carolina

~Tourism and Hospitality Industry; (5) sites; 200+ fulltime; 2000 part-time employees; 6 staff personnel; $3 million budget

Vice Presidrnt, Chief Human Resources Officer

2011-2014

Challenge: Build a more centralized organizational structure; establish professional Human Resources department; champion the development of a highly engaged and committed work culture

Action: Partnered with CEO and Board of Directors to reorganize the company by eliminating business silos; conferred with CRVA executive staff to develop an organizational transition plan

Results:

Facilitated and collaborated with employees in developing a 3-year Human Resources plan to transition from a traditional to a high performance culture---a contribution to business strategy

Successful design and staffing of Human Resources department to align with client needs and organization’s growth

Established Performance Management and Succession Planning processes for improved efficiencies and employee accountability

Orchestrated 3-year learning and development program to cultivate employee behavioral and technical skills to better align with organization’s vision

Delivered a talent acquisition plan and process that reduced recruiting time from 90-day average to 40 days; and hiring of better talent

Led the design and execution of formal compensation program to improve market competitiveness

Led organization restructuring that accounted for $300,000 headcount reduction savings

Designed development of communications program fostering open communication and engagement

Directed development of policies to align with high performance culture

Managed payroll processing for one year: FLSA; OBAMA Care; audits; and reconciling of payroll and charging respective departments

Goodrich Landing Gear Division Cleveland, Ohio

Manufacturing Industry: Landing Gear; (5) sites; 850+ employees; 10 staff personnel; $5 million budget

Director Human Resources: U.S. Operation

2006-2011

Challenge: Re-engineer work culture to new Goodrich People Philosophy; assist in transitioning from an unprofitable manufacturing division to a profitable business; maintain collaborative employee / labor relations with both Union and Non-Union facilities

Action: Partnered with senior leadership and stakeholders to align business strategies to new culture; transformed Human Resources from an administrative function to a business partner role; negotiated advantageous economic and non-economic provisions in labor agreement

Results:

Addressed talent gaps; created business unit technical, behavioral and leadership training programs

Dismantled union organization attempt resulting in $5 million-dollar savings

Forecasted talent needs; developed talent acquisition pipeline reducing recruiting time: 90-day average to 42 days

Negotiated two (2) labor agreements accounting for $4.2 million in savings

Achieved 100% certification of machine operators to perform inspection work; and savings at $1.2 million

Secured $100,000 training reimbursement grant

Additional Assignments: General Electric Company: Employee Relations Manager; and promotion to Organization Development Program Manager

EDUCATIONAL AND OTHER

M.B.A.: Business Administration, Baldwin Wallace University, Berea, OH.

Bachelor of Arts: English, The College of Wooster - Wooster, OH.

Professional Development

*DDI Teaching Certification & Adjunct Professor: Tiffin University

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