Dawn A. Seckinger
PO Box *****, Dubai UAE (UAE address)
Palm Beach Gardens, Florida 33410 (US home country address)
email - firstname.lastname@example.org skype id – daseckinger
mobile - +971-**-*******
Senior leader for Fortune ranked corporations in talent development, learning and development, performance management, succession planning, change management, and assessment centers in support of the organization’s culture, business objectives and human capital strategic plan.
Head of Talent Management and Learning
AGGREKO INTERNATIONAL, Dubai UAE, November, 2011 – current
A global energy provider of power generation and cooling temperature solutions. $2B Revenue, 2500 employees across 20 countries in Australia, Asia, Africa and Latin & South Americas.
My role is to lead the Talent Management and Learning Development strategy for the international division in support of 30% annuallized growth. Hired to develop this new enterprise function to grow and develop talent capability in this highly competitive industry.
• Designed a competency-based learning and talent framework and policy where development pathways for Leadership, Management, Sales and Operations were defined at all levels. (Individual Contributor to Senior Leadership).
• Designed the 6-month on-boarding process and induction program for new and transitioning employees and managers.
• Defined the succession management process and talent reviews for senior leaders, high potentials and high valued employees (“ready now”) along with their development plans, career pathways and transitional roles using competency-based model using the 4-box grid.
• Within the competency model, defined a multi-directional career pathways model in support of technical and non-technical career progression.
• Partnered with the Talent Acquisition manager on defining the employee sourcing strategy for building future leadership and technical talent in support of rapid growth.
• Designed and executed the performance management process and policy using Sonar6 self-service system across all countries.
• Oversee the assessment centres that define development plans for key talent through the use of 360 feedback (Kiddy & Partners), Hogan, OPQ, Saville and MBTI tools.
• Defined the performance and career coaching process, selection and policy as a supplement or alternative to individual development plans.
Asst. General Manager, Group Learning and Talent Development
AL FUTTAIM TRAINING CENTRE, Dubai UAE, March 2009 – November 2011
Al Futtaim is one of the most diverse privately held, family-owned businesses in Dubai. 20,000 employees, 65 unique businesses and brands, located throughout the Middle East, Levant and SE Asia Regions..
As a member of the Group HR Leadership Team, I was responsible for group learning and talent development operations. The staff under my leadership, developed and delivered programs within their Centres of Excellence (CoE); (Emiratization, Management and Leadership Development, Sales and Marketing, Customer Service, Professional Development, and Learning Technologies). I managed an annual operating budget of 15M AED (approx.5M USD).
The “Centre” also oversees all talent management assessments conducted to identify high potentials and development plans for middle managers across the Group.
• In partnerership with the GM, redesigned the L&D structure and operations to reflect corporate university best practices aligned with the company’s growth strategy.
• Improved the quality and delivery of the offerings to ensure they are designed in a competency and performance based structure aligned to the company’s management behaviors with measured results.
• Using the ILM management development model, designed development pathways for frontline and middle managers.(Certs 3 & 5)
• As a result of the restructuring, quality and quantity improved by 30%. We delivered 12K mandays of classroom training annually and demonstrated improved business performance through the measurement processes in place.
• In addition, deployed learning technology in the format of gaming, simulations, webinars and online delivery for both formal and “in the business” learning.
• In my role on the HR Leadership team (HRLT), responsible for the design, communications and training of the Performance Management Process using the SAP self service module. Tracked and reported high potentials through the 6-box grid.
Director, Learning Support Services, Enterprise L&D
METLIFE, New York, NY, Aug 2007 – October, 2008
MetLife is the largest insurance company in North America.
I oversaw the Learning Program Management Office (PMO), MetLife’s Tuition and Continuing Education Programs (Diploma and University degree programs), the Learning Administration function, and vendor sourcing solutions and relationships.
I was the liaison between L&D, IT, HR business partners, and the business customer, to ensure the 150+ person L&D function was achieving MetLife L&D Model targets.
Examples of initiatives I lead were,
• Contributed to the metrics strategy to ensure individual and organization performance goals are met.
• Defined the vendor management strategy to ensure strategic partnerships deliver the best quality that is the most cost effective;
• Defined the learning outsourcing strategies to enable a flexible organization structure that is cost effective and efficient.
• Benchmarked the MetLife tuition benefits that optimizes career development and aligns to future workforce planning, competitive recruiting and a positive return on investments.
Dean Textron University/Manager, Enterprise L&D
TEXTRON INC., Providence RI. Aug 2004 - Apr 2007
Textron is a leading Aerospace and Defense company. The most notable products produced are from Bell Helicopter, Cessna Aircraft among it’s 40+diversified businesses.
I was hired in this newly created role and function, to develop and oversee the enterprise talent development function through the Textron University (TU) brand. I managed a core staff of instructional designers, facilitators, project leads and e-learning developers to deliver blended learning programs within TU’s Centers of Excellence (Finance, Sales & Marketing, Leadership Development, Six Sigma, Operations)
Major accomplishments under my leadership:
• Executed the business case for this corporate university, modeled after best-in-class programs as defined by the Corporate University Exchange and aligned to Textron’s newly revised business strategy, organization structure and business growth objectives.
• Designed and executed the training support outsourcing strategy, including supplier selection (GP Strategies), learning technology solutions and service level agreements for worldwide delivery.
• Oversaw the development and deployment of the learning technology architecture for delivering blended learning solutions in multiple languages including an LMS and LCMS (SumTotal) through an enterprise-wide six sigma black belt project..
• Selected and partnered with world-class universities and experts (The Ohio State University, Wharton, Michigan State, Duke Education Corporation, U of Tennessee,and Thunderbird Graduate School of International Studies) to design and deliver the key programs offered within each CoE.
Manager Customer Service Performance Solutions Group
FEDEX EXPRESS, Memphis TN, Jul 2000 - Jul 2003
Directed a team of instructional designers, multimedia developers, and communications professionals to create and deploy FedEx Express and FedEx Ground customer service training programs. The newly designed programs incorporated facilitator-led, e-learning and knowledge management content for the 1800-GO-FEDEX call centers (2000 seats).
• Completed the implementation of a worldwide customer service CRM solution (Clarify) including desktop application, business, and job process changes; this pioneering world-class customer service strategy has been adopted across all FedEx lines of business, and has served as a leading benchmark for global customer service functions.
• Successfully applied blended learning methodologies and knowledge management technologies to facilitate the merger of FedEx Ground and FedEx Express customer service organizations.
• Utilized learning objects (LOs) and knowledge objects (KOs) to restructure learning deliverables from a knowledge-based to a performance-based solution.
• Reduced new hire turnover from 5.5% to 2% monthly within a 90-day life cycle by teaming with Spherion and VOLT sourcing partners and redesigning the onboarding process and new hire training curricula.
GENERAL MOTORS/SITEL, Portland OR, Oct 1999 - Apr 2000
Contracted to deliver the customization and delivery of a time sensitive new-hire training program in support of a 500-employee customer service center launch.
Manager, Corporate Training and Development
CNF TRANSPORTATION, Portland OR, Jul 1996 - Apr 1999
CNF at the time, was the largest domestic long-haul transportation company in the US.
I managed the design and delivery of all employee, management, and organization development programs using multiple delivery methods and offerings. (Franklin-Covey, Zenger-Miller)
In addition, I was responsible for leading:
• Information Technology initiatives including performance appraisals, professional development, and resource and succession planning activities.
• Tuition reimbursement benefits program for all corporate employees.
• Corporate Community Programs, providing critical support to community shelters for women and children and low-income rural area residents.
Manager, Information Technology Training,
CONSOLIDATED FREIGHTWAYS/EMERY WORLDWIDE, Portland OR, Jul 1989 - Jul 1996
Developed this startup function within the Information Technology Department, including staffing, organizational structure, processes/systems and learning technologies.
Responsibilities in this role were to:
• Deliver IT professional staff recruitment and development programs for corporate functions.
• Recruit for and manage the university graduate internship and post graduate employment programs.
• Manage a team of CBT developers to develop product and service training through e-learning for Technology, Sales and Marketing functions.
Training and Development Analyst
KRAFT FOODS (General Foods Division), White Plains NY, Jun 1984 - Jul 1989
A key contributor to the development and coordination of Information Systems Department management and technical training programs for headquarter-based professionals.
Key initiatives I led:
• Developed the course catalog and training curricula for IBM mainframe, AS400 and Digital Equipment (DEC) systems utilized by the IT Department.
• One of the first implementers of IBM video-based training programs for delivering non-mainframe e-learning training to IT professionals.
• Produced three video-based programs on external marketing services (Nielsen, SAMI and Majors) for Kraft/General Foods Marketing and Brand managers.
• Produced an analog-based kiosk on the history of General Foods and it’s products, to assess the use of this new e-learning technology for future business applications, such as communications and training.
EDUCATION AND CREDENTIALS
Florida State University– Feb 2009
The Ohio State University –
Executive Education Diploma – Growth Leadership Program (GLP)
New York University • Jun 1988
Graduate Diploma in Adult Education
Northeastern University • Jun 1984
BS in Business Administration, Marketing