Sr. Plant Human Resources Manager
Resume:
James P. [Jim] Waldo
Pleasant Hope, MO 65725
417-***-**** (Mobile)
adifvb@r.postjobfree.com
UNIQUE SKILLS: Lean Thinking HR Leader with Broad HR Knowledge, Performance Management, Conflict and Dispute Resolution, Organizational Design and Development, Employee Relations and Investigations, Labor Relations, Contract Negotiations, Grievance Administration, OSHA and Workers Compensation, People Centric, and Succession Planning.
EXPERIENCE:
Human Relations Manager / HRBP II
McCormick Corporation – March 2020 to September 2020
Manage local HR team of one HR Business Partner and two HR Generalists
Labor Relations manager with UFCW union
Manage all HR functions for the local facility
Dispute resolution leader
Facilitate employee relations issues
Site leader for corporate HR initiatives
Senior Human Resources Manager
Lowe Boats - Lebanon, MO – 2 Years 2018-2020
Report to the President, manage a team of one HR Generalist and the Safety Supervisor
Responsible to maintain a union free workplace, with the objective of building and developing a sustainable strong culture of trust, engagement, and empowerment
Re-brand HR for the company
Manage all HR functions for the company
Developed and implemented a new Contact through Onboarding initiative to identify and hire more qualified candidates maintaining strong candidate engagement throughout the process. Achieved a 50% reduction in new hire turnover within 6 months
Achieved Green Belt Certification in the corporate Lean Six Sigma program
Direct the Performance Management and Compensation Planning for all associates
Manage, Train, and Mentor company leadership on dispute resolution and conflict management
Policy revision initiatives in collaboration with front line and senior leadership
Responsible to provide organizational strategy for succession planning and development
Created and conducted an Employee Engagement Survey – identified top 5 priorities to address in 2019 and worked with senior leaders, front line supervision, and employee representation from the plant for gap resolution action planning
Facilitator for the plant Core Team
Human Resources Manager, Aurora Plant
AFB International – Aurora, MO – 3-1/2 Years 2015-2018
Responsible to maintain a union free workplace
Grow and develop plant supervision and leadership to strengthen the organization
Manage all plant HR functions
Responsible for payroll and salary administration
Recruitment and staffing – university recruiting specialist to build bench strength for growth
Market research for wage competitive hiring – created and proposed a new wage curve structure to reduce turnover and increase early engagement
Built a new plant operator training program from scratch – all new work instructions, training matrices, dedicated crew/shift trainers, and new associate training engagement activities
Performance management and training for management and hourly associates – train/mentor/coach/develop, then if needed, create and manage all PIP’s
Dispute resolution, conflict management, investigations
Policy development
Organizational strategy for succession planning and development – oversee IDP’s
Manage HRIS system – Workday Proficient
Safety training
Kaizen leader
Supervise the Plant Training Specialist (see new plant training program above)
Manager, Labor Relations and Employee Benefits
Associated Electric Cooperative, Inc. – Springfield MO – 4-1/2 Years 2010-2015
Manage the Benefits Administrators and all benefits related functions for the Cooperative
Develop benefits strategies for attracting and retaining talent within the organization
Identify and implement cost containment initiatives for all employee benefits
Close collaboration with Wage and Salary administration to ensure the most effective Total Compensation Strategy
Responsible for executive compensation strategies, pension restoration plan, deferred compensation administration [all considered “benefits” at this Cooperative] and other highly compensated employee benefit and compensation issues
Negotiated a new contract with the IBEW. This was the first time the Cooperative and the Union had gone to the table to negotiate in 20 years.
Secured 3 years with no increase to base wages, 3% in the 4th year
Improved overtime procedures for cost containment
Improved holiday rules for cost containment
Eliminated legacy sick leave and vacation benefits in exchange for PTO
Eliminated the Defined Benefit Pension plan for new employees
Eliminated numerous inefficient and/or costly past practices
Streamlined the grievance procedure to reduce processing delays
Preparations for negotiations including negotiations strategy development, key negotiations objectives, cost model and roll-up development, contingency planning, and negotiations team training
Build the first cost model for AECI – they had not previously negotiated from a cost model
Responsible for strengthening and repairing the relationship with the IBEW – Immediately established a positive working relationship with the Business Representative for the Local and began to mend broken relationships
Manage grievances and arbitrations
Training and development of managers and supervisors at the plant locations
Managed Protective Services (Security) at the plant locations – two Protective Services Supervisors and 11 Protective Services Officers
Managed a $1.6MM plant security enhancement project
Plant Human Resources Manager
Pittsburgh Corning Corporation – Sedalia, MO and Fresno, TX – 22 Years
Multi-Plant HR Leader, one in Sedalia, MO and one in Fresno, TX
Responsible to maintain a union free workplace in the Fresno location
Managed one HR Supervisor, one HR Administrator, and two Safety Managers
Lead the effort in rebuilding a broken management system at the Fresno, TX plant
Resolved significant employee relations issues of harassment and unlawful discrimination without action against the company – Fresno Plant
Created a dispute resolution process for the Fresno Plant employees.
Created a new wage scale to ensure fair and equitable hourly wage administration
Negotiated Significant Contract Language and Pay Policy Improvement [Eliminated Pyramiding of Overtime] Without a Strike
Managed projects: implementation of new HRIS Systems – ADP and then Ceridian; implementation of new time and attendance system – WorkForce and WorkForce Scheduler; implementation of new performance management system – Halogen Software.
Due Diligence and Re-Staffing for Fresno Plant Acquisition
Developed Local Management Re-Organization Plan and Implemented – Significant Improvement in Local Management Team
Implemented New Performance Appraisal System to Integrate Compensation Management for Greater Salary Administration Control into the Performance Appraisal Process
Reduced maintenance department staffing by 10% through job design and job combination
Reduced production department staffing by 5% through job design, communication, and training
Change agent for the plant
Develop an employee involvement process for improved plant efficiencies and employee morale
EDUCATION: William Woods University – Master of Business Administration – Emphasis in HR
Texas A&M University - B.S. – Building Construction (Construction Management)
TRAINING: Lean Six Sigma Training – October 2018
Two full weeks of primarily Six Sigma training with some Lean
Very statistics and process driven training
Franklin-Covey – 5 Choices to Extraordinary Productivity – April 2018
Act on the Important
Go for Extraordinary
Schedule the Big Rocks
Rule Your Technology
Fuel Your Fire
OSHA 10-Hour General Industry Safety and Health – December 2017
National Rural Electric Cooperative Association – June 2014
Basic Benefits Training
Cornell University School of Industrial and Labor Relations – March 2012
Preparing for Collective Bargaining
Collective Bargaining
Labor/Management Collaboration
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