Human Resources, Employee Relations, Labor Relations
Resume:
Clinton E. Dailey
Wesley Chapel, Fl. 33543
**************@*****.***
Highly motivated experienced Human Resources professional having extensive experience in leadership roles in healthcare Human Resources including Labor Relations, Compensation, Employment and Recruitment, Human Resources position in numerous facilities and in consultative role. Thirty-two years at large university affiliated teaching Medical Center and ten working for two Long Term Care facilities covering facilities in several states.
Specific Work History: Charleston Area Medical Center 1969 to 2001
• Employment: Directed all employment activities for a multi-campus facility and created unique scholarship/loan programs that affected over 1000+ Registered Nurse students while in nursing school. We would assist with the cost of their nursing school and they would be required to work for the medical center for prescribed periods of time. Hundreds of nurses participated to insure candidates for hire with appropriate skills and training. Created unique programs to insure the ability to find and hire appropriate levels of staff. Along with Legal Counsel responded to all legal challenges filed related to employment/recruitment issues.
• Employment Director: Trained all staff on interviewing and reference investigations and all Department Directors on the guidelines of appropriate and legal hiring practices. Created additional scholarship programs for difficult positions to fill (Anesthesia, Laboratory, Radiology, Nuclear Medicine, Administrative and several others.
• Recruitment Director: Provided a program where as many students as possible would have clinical time as students within the Medical Center. Created
“Town Hall” experiences on all campus locations to bring in for open positions. We would also provide employment for all students involved in University, College, Adult Education and technical programs during their academic breaks or on off shifts while still involved in their didactic education.
• Human Resources Director for 3 separate campuses: Handled all suspensions, terminations, issues of performance, substance abuse, drug issues. Partnered with department directors and administrators to apply consistent and appropriate outcomes for both the employee and the institution.. Any charges received after termination were fully investigated and responded to the agency involved in the issue. Taught all managers and supervisors how to handle their staff issues, frequently moving them to non-supervisory positions.
• Corporate Benefit Director: During this time it was determined that we could withdraw from Social Security. Working with outside advisors and lawyers, a comprehensive plan evaluating all components of the benefit package, how employees had been paying for all benefit costs, as well as determining the cost the employee paid for all benefits both health and welfare and retirement plans. A decision was made to return the % the employee was paying into social security and that amount was to be returned to the employees and allowed them to use those previously spent dollars to assist with the costs of their future benefit choices. Massive efforts with outside resources were involved in the complete review of all the components of the benefit package. I communicated all the information initially to the Board of Trustees of CAMC, then to all management staff and then to every employee. I created a message to Congress that the President of our Medical Center delivered related to the withdrawal from Social Security and the new Benefit Package that would go forward. It was necessary to completely replace all of our payroll and benefit systems and software related to employee benefits. I evaluated the alternatives and subsequently also communicated to all audiences (Board of Trustees, Administration, Board members and the entire workforce of 3500 to 4000 employees. The change was quietly accomplished.
• Compensation Director: Replaced the mechanisms to evaluate every position at the Medical Center and determined an appropriate system for a select committee would determine the value of every position and assign an appropriate scale for their salary range, gathering an unbelievable amount of information about wages with the State of West Virginia and other large Medical Center’s around the country. All pay issues, like pay for certain shifts of duty, ranges for employees working two or more positions, evaluated all wages and associated rules for calculating pay and assessed our compliance with Wage & Hour rules. We brought Wage & Hour into our facility and spent several days reviewing all the components of the payroll system and the rules for all unique circumstances.
• Labor Relations: During my long tenure at CAMC there were frequent and numerous campaigns by unions to represent the workforce. Numerous campaigns were held in a variety of ways. We had several underground campaigns where meetings were held off-campus locations and secretive until it was determined that enough employees were available for success, as determined by the involved union. We had very open and visible type of campaigns where employees were solicited while coming to and from home. There were large open meetings held at various locations in and around the hospitals, but not on CAMC property. To date, the hospital has survived all union campaigns in an area where union representation has large volume of support by coal and other industries. The hospital would be in a different place, if a union had been successful.
• Other: You cannot be in charge of Human Resources in a facility where 3000 to 4000 employees work in at least 30 locations without really connecting with administrative, management, regular employees, and significant medical staff work. You have to create a significant network and develop strong relationships with all employees, Board members and the community. Specific Work History – Dailey Consulting 2001 to 2008
• Developed Employment/Recruitment for Health Care Facilities after due diligence of the facilities and determining appropriate and successful program for 6 different locations.
• Evaluated Human Resources Functional Review and created an appropriate replacement. Found new benefit sources, updated and evaluated software options to implement and trained the staff in all areas of changes and advised them of thresholds that were necessary to avoid employee problems and invite issues of concern.
• Assessed Labor Relations for at least 25 healthcare facilities and implemented guidelines and processes. Also trained administrators, Board Members and Exempt staff how to remain union free. The job descriptions of all Human Resources staff were modified as well.
• Reviewed Benefit and Time Off plans for numerous locations and assisted with implementation of replacements. Communicated all to administration, Board Members and exempt employees.
• Assessed retirement plans and made recommendations of changes, possible vendors and associated costs. At least 6 places chose to change.
• Created employee performance and opinions related to how business is run and what comments employees had about the administration and leadership. 50% asked for further assistance from me to change the employee opinions about the workplace.
• Worked at Arbor Acres Long Term Care facility in Winston-Salem as Personnel Director and re-wrote all policies, performance tools, change the structure of the workforce and implemented multiple changes to the environment. Additional Employment:
• Care Virginia Management/Alpha Staff Group 2009 to 2012.
• Maintained relationships with Longterm Care Facilities in Ohio, Pennsylvania, North Carolina, Tennessee, Michigan, West Virginia and Indiana.
• Most of what is mentioned above was the work in these states.
• Of note: Two facilities 1. Grand Blanc Hospital, Michigan had a long standing union and the employees desired to withdraw. I handled the work with the facility board, administration and employees and the employees chose to withdraw their representation from the union.
• Another facility outside of Pittsburgh, Pennsylvania had representation from a union for quite a while and the employees decertified the union representation. I worked with the board, administration, and employees and the employees chose to withdraw their representation from the union. Education:
• Morris Harvey College, Charleston, WV. 1967 to 1971
• Numerous Law Conferences, Employee Welfare and Retirement Law Review
• Employee Benefits Updates
2012/2013 Retired and moved to Tampa, Florida
Skills:
• Ability to design Human Resources Policies and Practices, salaries, benefits for Maximum effectiveness on the impact of the workforce. 42 years in leadership of Health Care Institutions (acute care, urgent care, small hospital/large hospital/large medical center, long term care, temporary employees, full time, part time, contract employees, has provided a rich journey and prepared me to be successful in a variety of settings.
• I have a unique ability to work with people on a one on one (employee counseling/termination, awards for special accommodations and excellence beyond reasonable service, to speak to very large (both friendly and positive groups and angry, irate and hostile groups) and still be able to get points across and able to significantly increase audience information and share the correspondingly important criteria that they need to know and understand.
• I have also dealt with a large number of staff that it was found out that they were either using or stealing controlled substances and dependent on the circumstances released from employment and arranged a program to mandatorily attend. Depending on the progress of the program, at the recommendation of the therapists, rehired the employee. They would sign a document protecting the medical center and subject to termination for further activity. I also advised the licensing board of all specifics.
• I am a hard worker, always attempt to get the understanding of what is crucial for the employer and fair to the employees. I don’t have a magic wand, but certainly understand how dangerous some employees in healthcare may become.
• I also believe in every circumstance, I should be always available not only for those in charge, but also to stand beside every manager, chief, leader and be available to them until the crisis has been finalized. Open for conversations about Human Resource Functional Audits in all areas of Human Resources that include analysis of all performance requirements, covering all required regulations and customer comments.
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