CHIEF PEOPLE L E ADER D I RECTOR OF TALENT MANAGEMENT STRATEGIC HR PARTNER

651-***-**** adcl37@r.postjobfree.com https://www.linkedin.com/in/albert-jordan/ Greater Twin Cities Area SOLUTIONS-FOCUSED PEOPLE LEADER with proven experience aligning talent to strategy to achieve business objectives and improve operations and talent decision-making at the executive level. Deep history building and retaining a high-performance workforce, building a corporate culture that inspires and engages, with clear opportunities for continued learning and advancement in the corporate structure. Trusted HR Business Partner to executive teams, advising on employment law, risks and labor relation matters to minimize exposure and create a positive internal brand and external reputation. Dynamic team builder, strong presenter, able to rally the workforce to succeed and ensure management has the necessary training and tools to effectively lead. EXPERTISE

Talent Management

Workforce Planning

Cross-Functional Leadership

Leadership Development

Conflict Resolution

Strategic Planning

Labor Relations

HR Analytics

Project Management

Employee Relations

Culture & Engagement

Training Design & Delivery

Crisis Management

Contract Negotiations

Program Development

Mergers & Acquisitions

Diversity & Inclusion

Performance Management

Employment Law

Organizational Effectiveness

EXPERIENCE

VERSIQUE, Minneapolis, MN 2019 – Present

SENIOR HUMAN RESOURCES CONSULTANT

Directing full-service strategy and tactical improvements as an Interim HR Leader for a variety of organizations, guiding large-scale projects and restructuring, mergers and acquisitions, development of employee engagement and training plans, and strategic talent development programs to achieve aggressive objectives.

• Developed new training modules for annual use, drafted and implemented new plan design and contribution models (reducing exceptions for re-enrollment by 20%), and developed an online employee resource, reducing employee assistance requests by 15%

• As HR Business Partner, provide critical leadership on M&A successes, including development and implementation of communications plans for the two companies, providing title and compensation analysis and input for all integrated roles, creating and managing international individual employment contracts, and directing a cross-functional leadership team from Benefits, Culture, IT and Operations to onboard new staff

• Develop annual plans and tactical models for organizations focused on increasing employee engagement and improving culture, and developing competitive compensation packages to attract and keep top talent Be the Match, Minneapolis, MN 2018 – 2019

DIRECTOR - HUMAN RESOURCE OPERATIONS

Directed development and improvement of all HR strategies, processes, and learning and development initiatives to achieve exceptional experiences for staff and management of the largest and most diverse marrow and transplant registry in the world. Implemented a culture strategy that increased employee empowerment with focused actions aligning with leader behaviors, role simplifications, and collaboration.

• Led 11-member team in management of benefits, compensation, HR technology, policy management, payroll, and first and second level service and resolution, while managing a $30M portfolio of HR programs

• Guided executive team on plan design and practice management across the organization to foster adoption and implementation of the strategic plan and change management to support cultural expectations

• Managed training platforms for 1,000+ employees each year, improving performance and increasing workflow by 20% annually

• Implemented an Annual Incentive Plan, aligning more than 2,000 organizational goals from throughout the organization to less than 90 for the entire organization, improving performance

• Partner with finance team to provide data and insights to operational leaders to support aggressive objectives

• Developed and implemented a new benefits philosophy and plan design allowing for new additional benefits including fully paid parenting leave, with no cost increases

• Reduced year-end processes by 20% YoY, while creating robust and reliable Standard Operating Procedures

• Vastly improved service level agreement metrics for employee resolution to record 85% daily completion rate ALBERT JORDAN 651-***-**** adcl37@r.postjobfree.com

Hudson Hospital & Clinic, Hudson, WI 2015 – 2018 DIRECTOR - PEOPLE & EXPERIENCE

As HR Business Partner for Executive Leadership, managed a $10M annual budget (one-third of the entire hospital budget), responsible for the performance of a 25-member team. Guided strategic development, operational improvements, programs, and processes for the hospital’s HR function. Led policy development and implementation, pay structure, benefit programs, administrative recruitment, compliance, labor relations, organizational culture, and preparedness for The Joint Commission.

• Led organization in complete restructuring resulting in a 10% cost reduction with continued overall growth

• Redesigned benefits program, delivering a 10% savings and increased coverage eligibility for staff

• Created a training and development program for Hospital Leadership in collaboration with the Learning & Development Team, leading 30+ hospital leaders monthly, improving engagement scores by 10%

• Implemented new cost-neutral programs, increasing funding applications by 15% from Hospital Foundation

• Redesigned performance evaluation cycle, increasing timing compliance and performance evaluations by 10%

• Negotiated overall vendor savings of 10%

• Responsible for the Environmental Services Team, Nutritional Services Team and held operational oversight of multiple departments including Specialty Care Clinic Imaging, Lab, Pharmacy, and PT, OT and RT Therapies HealthPartners, Bloomington, MN 2010 – 2015

MANAGER - HUMAN RESOURCES OPERATIONS

Developed and implemented HR strategies in conjunction with the Senior Leadership Team to fulfill short and long term organizational goals. Managed an $8M annual budget and 6-member team, restructuring teams within leadership reporting to create more thorough coverage for the company’s growth needs.

• Updated the contact tracking system and trained the entire HR department on the new system, updating automation and system communication and reducing overtime to resolution for processes by 10%

• Implemented updated employee change notice form, reducing errors and rework requirements by 15%

• Decreased backlog of the transactional workflow by 20% with new model, increasing cross-coverage for team

• Updated workflows and processes, delivering a 10% improvement in cycle time for all transactional HR processes; and a 20% improvement in processing capability – without additional staff needs

• Created an HR metric scorecard for HR leadership team resulting in an improved performance management process, a 10% reduction in cycling time and increase of 15% in overall department success based on metrics

• Triaged and investigated for all HR-related compliance inquiries, complaints, and escalated concerns, providing resolution and/or advice and counsel when appropriate

• Subject Matter Expert for management regarding CBA administration, termination, workflow, HR processing systems, benefit policy revisions and leaves of absence HealthPartners, Riverside Clinic, Minneapolis, MN 2006 – 2010 BUSINESS SYSTEMS SITE SUPERVISOR

Managed 25-member team of direct reports, and a $25M annual budget in HR leadership role focused on identifying improved performance management, staffing realignment, and improvements to talent recruiting, onboarding, performance and patent service, and facility management.

• Selected to serve as Project Manager for new construction, managing contracted service providers, and developing strategies to ensure business continuity through build

• Key member of the Interpreter Services Workgroup, responsible for budgets of six accounting units

• Successfully integrated comprehensive work plans for 15 departments into a single cohesive clinic vision

• Updated the employee service model, and trained staff on same, reducing patient wait times by 30% and decreasing overall staffing needs by 10% to create a more effective, lean model that improved patient service ADDITIONAL ROLES:

MUSICIAN, ARTISTIC CO-DIRECTOR, EXECUTIVE DIRECTOR. CANTUS, Minneapolis, MN Entrusted to direct music preparation for over 80 concerts each year, from establishing agendas with the board and select music for artist performances to coordinating national exposure and administering the annual budget EDUCATION

MSHRM – Masters of Science in Human Resources Management, Capella University, Minneapolis, MN BA – English Literature, St Olaf College, Northfield, MN CERTIFICATION & INTERESTS

Certified Rapid Action Team Coach Active musician

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