Employee Relations Manager

NICHOLAS AMICONE, M.A.O.M., SHRM-SCP

386-***-**** I adgcvc@r.postjobfree.com

www.linkedin.com/in/nickamiconemaomsphr

** ****** ****** *****, ****** Beach, Fl. 32176

HUMAN RESOURCES DIRECTOR

Transforming Cultures I Building Corporate Infrastructure I Engaging Employees Proactively

Driver of organizational success and company culture to emphasizes quality, continuous improvement, and high performance. Are your People Programs where you want them to be? If your business believes that employees are the most important part of your organization and you want to implement People Development Strategies around building culture, innovation, technology in order to attract, develop, and retain talent, I’m a Human Resources Manager that makes this happen for your business. I provide leadership in talent and organizational strategies that align with your key growth objectives and internal cultural priorities. With an “operational” strategic approach, I shape talent, rewards, performance, and learning programs to promote business growth. And manage the HR Department KPIs with the same tenacity as my departmental budget. With the unique ability to fly at 25,000 feet in shaping Talent Acquisition and Total Rewards strategies, while diving down to 'sea level' in coaching the team to execute in daily work. Proven ability to work in a fast-paced environment, handle a multitude of tasks, and adapt to change. I will bring new life to your People Programs and make your business an “Employer of Choice.”

TECHNICAL SKILLS

Succession Planning & Development Organizational Development Change Management & Reengineering

Employee Relations, Diversity & Inclusion Policy Design & Administration Workforce Planning/Development High Performing Talent Acquisition M&A Strategies & Due Diligence Budget Administration & Reporting

HR Policy/Legal Compliance Employee Career Development Succession Planning

HRIS System Implementation Benefits/Compensation Design Performance Management

WORK EXPERIENCE

Director HRBP, Global IT, ERP and Transformation Project Manager Consultant (Remote) 3 months

Responsible for aligning business objectives and talent initiatives with employees and leaders for the IT Organization, as well as the SAP implementation, and Transformation projects. Served as the HR Business Partner for assigned client groups by providing both strategic advice as well as hands-on team support with day-to-day HR needs. Designed and executed strategic workforce planning to achieve business unit targets and milestones; functioned as an integrated partner in the Talent Acquisition process from recruitment through on-boarding, in particular for the businesses Global Center based in India.

Sparton Electronics • Sr. Manager, Human Resources II • Defense Manufacturing Plant • 05/2015 – 01/2020

Direct Reports: 3 Senior HR Generalists, 1 Senior HR Generalist/Training Specialist, EH&S Manager and EH&S Technician. Provided site-level leadership to a team of HR professionals and support to all departments for 600 employees.

Responsible. Managing a smooth and profitable human resources department. Supervised department staff and provided consultation to management on strategic manpower and staffing plans, compensation, benefits, EEO/Affirmative Action analysis and reporting, design and execution of all training and development programs, multiple departmental budgets and labor relations for a 600+ employee manufacturing plant.

Accountable. Managed HR operational programs: Compensation Design and Review, Benefits Administration, HRIS Management, HR Analytics/Data Analysis, Workers Comp., Records Management, Employee Relations, and Performance Management. Managed and administered plant level programs such as 401K, Life, Health, Dental and Disability Insurances, PTO, EAP, State and Federal Compliance, Open Enrollment, SMART Goal Management, Federal Contract Time Keeping Compliance, Open Enrollment and Training Program Development and Facilitation and final approval of payroll.

Project Management: Benefits/Cost Containment Strategy that reduced our annual Healthcare renewal rate by 8%, 5-Year Strategic HR Roadmap, Compensation Benchmarking, Performance Strategy, Training Design, Strategic Planning, Employee Development, and Succession Planning.

HRIS Project Management; As the HR Project Lead/SME championed the transition of outdated HR systems into a fully integrated HRIS platform. Instantly improved analysis, reporting, and planning capabilities while streamlining daily HR functions in a record 12 months. Moved the business from Microsoft AX to Oracle Enterprise (ERP) Business Systems, adding Kronos Time/Attendance System and changing our ATS system from Cornerstone to PayCor.

Strategic Business Partner to manufacturing operations. Partnered with Operations, Quality, and Industrial Engineering. Developed HR Operations Road Map.

oChange Management Champion. Senior management requested my recommendations for new ideas to innovate our manufacturing processes. Previously worked on Value-Stream Mapping, Corrective Actions, Layer Process Audits (LPAs), Kaizen events, Process and Continuous Improvement strategies, Gemba and Lean Manufacturing projects. Taking a 5S approach, the task was to modify the current manufacturing floor layout with a goal to reduce touch labor costs, improve efficiency and adapt to increased production demands and future growth. Achieved a company-record 16% productivity improvement in Manufacturing.

oMade additional recommendations that were accepted by senior management. Identify manufacturing processes and remove redundant manufacturing process tasks, identify touch-labor “skills” training which would lead to higher production effectiveness and reduce redundant operations. Implemented cross-training and Pay-for-Performance functions on the production floor, this significantly reduced labor costs which resulted in increased financial growth and business unit margin.

Recruiting: Drove recruitment with data.

oDeveloped manpower strategies based on our actual and future business needs which required early involvement in the Business Development (BD) planning process. Managed the plant recruiting effort (no in-house recruiters) Increase headcount in four years over 118% from 275 – 600.

oCut engineering recruiting costs by $200,000 annually by implementing a robust employee referral program. Improved female retention in operations from 67% to 88% by leading an innovative company-wide initiative called “Grow Our Own.”

oImproved the company’s ability to retain its professional workforce. Working within a tight job market and budget and trying to attract top candidates reviewed and conducted monthly Job Analysis, Job Evaluation (determine what jobs are worth relative to other jobs in the organization), and Job Pricing (establish rate ranges, for each labor grade) in order to keep our technical talent. Made recommendation to the executive management team.

5-year HR Strategic Workforce Management Plan: Organized and tracked talent data using predictive analysis.

oHR Analytics -built 2-tier model for using HR Analytics data.

Tier 1 - Demographics, Pay, Engagement, Performance, Applicant Tracking (ATS) to identify, improvements in talent acquisition to meet the needs of the organization.

Tier 2 -Conducted a Knowledge, Skill, Abilities (KSA) gap analysis. Identified gap trends in Knowledge and Skills required for both hourly production employees and professional level employees in order to improve employee engagement, retention and turnover.

oEmployee Development: Developed and implement Career Development and Succession Planning for the professional workforce.

Co-developed the first web-based leadership development curriculum which resulted in training satisfaction scores of 9.2 on a 10 scale.

Championed “We are investing and Building our Future Workforce” Worked with Department Managers to identify formal career paths, 9-Box talent within each group, and develop a training and mentoring plan to meet talent needs and close critical skills gaps in competencies.

oInstituted legacy HR Best Practices as part of our Quality Management System (QMS):

Recruitment and Selection: Instituted Panel Based Interviewing; Training and Development: Rolled out a Career Development and Succession Planning Programs - Promoted “We are investing and Building our Future Workforce”; Transparency: Promoted Collaboration and Idea Sharing. It created trust, innovation, diversity, and inclusion; Strategic Approach to Benefit Selection: Focus NextGen Benefit Plans and What motivates our employee’s: —Building the Corporate Culture.

CRIMSON RESOURCE MANAGEMENT • Human Resources/Operations Manager • Oil/Gas/Pipeline/ Natural Gas /Renewable Energy/Asphalt Blending Production • 09/2008 – 04/2015

HR and Operations Manager for Crimson Resources businesses. Managed the overall operational function for the following Crimson Resource Divisions until owners/company split in 2012: Crimson Pipeline • Delta Trading Asphalt and Blending Plant • Crimson Renewable Energy (CRE) Bio-Diesel/Glycerin Plant.

Operations Manager for Diamond Well Rig Service, also managed P&L. Direct Reports: Senior HR Administrator, HR/Payroll Clerk, EH&S Manager, EH&S Tech, 5 Rig Supervisors and 24 production rig employees.

Managed HR Operations: Compensation Design and Review, Payroll, Benefits Administration, Leaves of Absence (LOAs), Workers Comp., Records Management, Employee Relations and Performance Management. Administered benefit programs such as 401K, Life, Health, Internal Training, Dental and Disability Insurances, PTO, EAP, State and Federal Compliance, and Open Enrollment.

Executes HR strategic leadership for all human and capital initiatives using Key Performance Indicators (KPI’s) to control and reduce costs with recruiting, employee relations, compensation, benefits, training, maintenance repairs, operations, in an industry that’s in an economic downturn. KPI’s identified both short/long term deficiencies for management. Project Managed the following:

oIn relation to Equipment downtime: recommended and approved reduced hourly equipment rates to smaller companies to capture new business

oReduced billable production hours during downturn: recommended cross-training rig crews for other skills that are normally contracted out to save jobs and reduce costs.

oPut processes in place for each production work-over rig/crew to operate with its own P&L. Put P&L responsibility on each rig manager and crew to keep rig working, reduce maintenance (break-down) costs and control downtime waiting on equipment which requires pre-planning.

Championed the development of a 4-Phase Change Management Plan to refocus and optimize company’s resources (financial and human capital) to meet its operational needs in Organizational Development and Workforce Planning for a 36-month period.

Spear-headed and re-engineered the HR Department to meet four key measurable’ indicators: stream-line Corporate Administration and build a self-service model, reduce HR recruiting and benefit costs, build a high-performance corporate culture, and enhance skills across the organization.

Controlled benefit costs through the installation of Managed Care Medical Plans for all employees. Rebuilt benefits program by consolidating providers and renegotiating contracts. Successfully maintained benefit costs with 1% increase in premium over 2 years and achieved savings of $70,000 in first year.

Reduced workers’ compensation premiums by more than $90,000 by lowering the modifier and implementing a comprehensive safety program.

Previous Employment

TREX ENTERPRISES CORP • Director of Human Resources • Defense R&D/Commercial Manufacturing • 7 facilities • 500+ Employees. Technologies: Adaptive Optics • Electro-Optics • Communications • Sensors & Imaging •Millimeter-wave Radar • Advanced Materials • Ventures: CrossFiber, Inc. • e-Phocus, Inc. • Loea Corporation • Sago Systems, Inc. • Silicon Kinetics, Inc.

EXECUTIVE MANAGEMENT PARTNERSHIP • Executive Human Resources Consultant • Tier II Government Contractor; Chief Administrative Officer for security software firm (SecureSoft). Managed daily operations, I.T. transition projects, financials and personnel working on a $5M software project for the Los Angeles County Department of Health Services; Developed/conducted Network Security training programs for NASA, the FBI, and other government agencies

BAKBONE SOFTWARE • Vice President of Human Resources/Operations/Field Service and Information Technology: Managed daily operations for a Global (Public) Software company with employees in the US, UK, and Tokyo, Japan. • 4 facilities in San Diego, Maryland, Tokyo, and London • 500+ employees. Products: NetVault I.T. Data Protection Software – was acquired by Quest Software.

THERMO GAMMA-METRICS/METRIKA GROUP • Group/Director of Human Resources/I.T. & Strategic Planning •

Nuclear Instrumentation • Control, Electromedical, Measuring & Navigational Instruments Manufacturing Industry • 4 US facilities & 15 International facilities: Canada, France, Portugal, South Africa, Bahrain, Italy, UAE, China, Vietnam, Germany, India, Spain, South & Latin America, and Australia • 1200 employees

UNITED STATES NAVAL SERVICE • Retired • E-9 Master Chief • Director of Training/Navy School of Human Resources 12-week Education; managed HR programs from 350 – 6500 employees with 12-14 direct reports.

EDUCATION

MAOM (Honors) Organizational Design and Human Resources • University of Phoenix, San Diego, CA

BSc (cum laude) Workforce Education, Training/Development • Southern Illinois Univ., Carbondale, IL.

CERTIFICATIONS

SHRM Senior Certified Professional (SCP) Society for Human Resource Management (SHRM)

Master Training Specialist and Curriculum Developer U.S. Department of the Navy

Journeyman Professional Recruiter U.S. DOL Journeyman Program

Member - Society for Human Resources Management SHRM National and Volusia SHRM Local Chapter

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