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Employee Relations Manager

Ridgeland, MS
October 18, 2019

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Scott A. Nash

*** * *** **. **********, MS ***** 662-***-****

Human Resources

20+ years of Human Resource Management experience, 6 years as a Director with ten years in a manufacturing environment, nine years in a retail environment and two years in the medical setting. Managed HR staffs over multi-units that included 19 HR Managers and HR Administrators, Benefits Coordinator, Training Coordinator, Employment Coordinator and Safety/Security Coordinator. Currently, Director/Chief Human Resources Officer with North Mississippi Primary Health Care.

Extensive background in HR generalist responsibilities, including employee relations, training and development, succession planning, payroll performance, worker’s compensation, benefits and compensation management, recruiting, conflict resolution, HR records management, HR policies development and legal compliance.

Demonstrated success in leveraging Human Resources with the needs of the business. Developing HR strategies and training programs to achieve desired business objectives while maintaining high HR standards.

Developed relationships between HR and Operations to ensure a business partnership, rather than HR being viewed as an obstacle.

HR Skills

Employment Law


Affirmative Action Plan

Conflict Management

PeopleSoft Payroll Management

Lawson Payroll System

Isolve Payroll System

Recruitment & Retention

Employee Relations

Presentation(written and verbal)

Benefits Administration

Microsoft Word, Excel and PowerPoint



Orientation & On-Boarding

Training & Development

Store Manager Assessment

Organizational Development

HR Policies & Procedures


Project Management

Strategic Planning

Professional Experience


Director/Chief Officer of Human Resources, 2018 to present

Guide and maintain strategic HR business partner relationships within the organization while implementing, creating and deploying strategies for Policy and Procedure, Recruitment, Employee Engagement, Organizational Development and Employee Relations.

Key Functions and Results:

Established and conducted payroll analysis to determine discrepancies within positions, protected classes, and professional averages.

Developed strategies to measure cost/benefit ratio’s to determine feasibility of increasing payroll through headcount and possible company growth through additional clinics. Resulting in the addition of one new facility and expanding outreach through the addition of a social work program.

Updated HR P&P’s and Employee Handbook to meet current company standards and Federal/State Labor Laws.

Improved measurable indices such as, turnover rate, patient/employee satisfaction surveys, and bonus payouts through implementing positive employee engagement programs and relationships. Turnover rate improved from 9%(2017) to 5% (2018) and currently 4%(2019). Patient surveys have improved from 2017 to 2019 by 22%. Created employee engagement survey in September 2018 with a baseline score of 82%. In March 2019 the score increase to 93%. Bonus performance payout average increased 18% from 2017 to 2019.

Created On-boarding program for new hires resulting in higher engagement scores.

Established relationships within medical/dental/social/psych professional organizations to improve recruiting timeframes for skilled professionals.

Maintain company standards of integrity throughout all 9 locations, Ashland (2), Ripley, Walnut, New Albany, Booneville, Corinth, Tishomingo, and Oxford.


Director of Management Training, 2014 to 2018

Provide concepts of Human Resources Training and Development to management staff. Focusing primarily in the areas of Human Resource Policy and Procedures, Leadership Development, Conflict Resolution, Time Management, Succession Planning and Employee Engagement.

Key Functions and Results:

Identifying and assessing critical job competencies, required workplace performance and learning outcomes and form the developmental processes to accomplish these results, which enable employees to perform at optimal levels.

Facilitated Management training “Being a Leader, Not a Boss”, “Viewing the Organizational Chart as a Tree and not a Pyramid”, “Managers, Obstacle Removers” and various other programs. Reduced turnover by 38% and increased production by 14% over 4 years.

LOWE’S HOME IMPROVEMENT, INC. — Mississippi, Alabama, Tennessee, and Arkansas

Area Human Resource Manager, 2006 to 2012

Responsible for all aspects of Human Resources for two districts, 19 stores, approximately 3,200 hourly and salary employees. Directly supervised 19 Human Resource Managers.

Key Functions and Results:

Play a key role in ensuring positive employee relations through actively supporting/promoting the Open Door policy, consistent decisions based on policy and or law, training, and timely response.

Improved employee engagement scores measured through Employee Opinion Surveys each year in position. Each district ‘s score improved at a minimum of 20% each year. Moving districts scores from a ranking of 4th and 8th in the region to 1st and 3rd in just 3 years.

Succession Planning, recruiting, hiring and developing dozens of external and internal management candidates to maintain the exponential growth of the company. These would include but not limited to Store Managers, Sales Managers, Zone Managers and HR Managers.

Developing current staff for the future needs of the business through personal development and empowerment.

Work within district budgeted amounts for expenses, including payroll, workers comp, employee screening, and training. These have been leveraged by five percent each of the two years in position.

Districts have exceeded Sales and NBT in each of the last two years, only two within the region to do so.

Developed spring staffing plan for the entire Region. This included analysis of each stores current staffing, average hourly rate, budgeted payroll percent, Full-time to Part-time ratio, Sales Trends and Forecasts.

Reduced turnover from an average of 53% to 36% within two districts.

Opened three new stores. Project responsibilities included locating and securing a hiring office. Establish local contacts for employment needs, worker’s compensation, drug testing, legal counsel, and emergency medical care. Establish proper mix of experienced Lowe’s employees and new hires. Training all employees on job duties and responsibilities.


HR Manager, 2004 to 2006

Responsible for HR functions within a store with a diverse workforce of approximately 150 employees. These functions were, but not limited to staffing, training & development, process integrity, and benefits administration.

Key Results:

Trained 10-member management team on interviewing techniques and best practices, conducting workshops and one-on-one coaching sessions that contributed to sound hiring decisions. These efforts reduced turnover by 20% in two years.

Developed several programs to improve employee morale, in-house product and sales training, measurable constructive performance reviews, and monthly newsletter. Through these efforts employee engagement improved on all measureable metrics, the employee opinion survey, turnover, customer service scores and reduced workers comp numbers.

Improved HR Audit scores from below standards(C) to exceeding expectations(A).

Overall store training completion rates improved from 85% to 98%.


The second largest printing manufacturer in the world. This facility printed magazines and catalogs.

HR Supervisor, 1996 to 2004

Acted as the HR Generalist in a facility of approximately 1200 employees. I supervised the Benefits Administrator, Safety Coordinator, Employment Coordinator, and the Training Administrator.

Key Results:

Wrote the initial and four proceeding Affirmative Action Plans for a facility of 1200 employees.

Implemented positive employee relations programs to maintain a union free facility. This facility had five previous elections in which the margin of victory had declined to within 13 votes. Since in position there was one election. The company won by the largest margin to date.

Reduced turnover by 63%, saving the company thousands in replacement costs.


Designer, Fabricator and Owner, 2012 to 2018

Responsible for providing the highest quality wood furniture while meeting great expectations of customer service. Manage procurement of resources, marketing, design, manufacturing, finishing, delivery and follow-up. Fiscal management including billing, investment and wages. Website:



Bachelor of Science (BS) in Forestry, option: Management, 1993

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