Management Human Resource
Resume:
JUDE T. BUBLITZ SPHR
ROSWELL GA 30076
***********@*****.***
Cell: 612-***-**** Home:678-***-****
SUMMARY QUALIFICATIONS
Strategic Human Resource business partner with global experience qualified by over 20 years in organizational change, talent management systems employee, leadership and executive development systems. Specific areas of accomplishment include:
• Human Resource leadership positions to create strong performance cultures.
• Design and implement Performance Management Systems.
• High potential and high performer development systems and succession planning functions.
• Designed and implemented succession management and leadership development systems.
• Executive Development systems, Sr. Executive development coach.
• Led organizational change initiatives.
• Design and deliver various organizational assessment vehicles. Skilled 360 feedback process facilitator and trainer
• Facilitated team building and organizational development activities.
PROFESSIONAL HISTORY
NORTH MEMORIAL HEALTHCARE February 2009 to October 2010
Health care provider to the Twin City metropolitan area. A 5000 employee organization specializing in acute customer care.
Director Organizational Effectiveness-Human Resource Leadership Team
As a member of the Human Resource Leadership team responsible for:
• Drive organizational HR strategic activities, including performance management, leadership development and employee engagemnent
• Talent management strategy development for the talent pipeline and succession planning
• Led the talent evaluation process using 360 feedback and other talent planning tools
• Created the curriculum design of the North Leadership Academy for the purpose of building executive and leadership expertise and bench strength
• Created and implemented a leader and staff mentoring and coaching process
• Drive organizational HR strategic activities, including performance management, leadership development and employee engagement
• Designed and implemented the organization's Performance Management system. including the infrastructure for the Performance Management and evaluation section of the company's HRMS system
HSBC, Minnetonka MN
Global Leader in Financial Services, North America Division December 2006 to Jan 2009
AVP Talent Management responsible for the Talent Management function for the top 3 management levels, approximately 1000 leaders, coordinating all Strategic Human Resource Talent movement within the business unit.
• Designed the Strategic Talent Review process for succession planning, and key talent identification processes. Coordinated performance calibration and talent review (session C style) .
• Managed the high potential, high performer and leadership development programs.
• Designed, developed and implemented talent pipeline proceses.
• Coached high potential future Marketing and Sales executive candidates on development activities.
• Coordinated with HR partners to implement organizational development tools and processes.
CARGILL, Wayzata MN August 2004 – December 2006
Global company providing food and nutrition solutions to the world's population
Manager, Global Learning and Development Consulting Group
Responsible for a team of 12 internal training consultants responsible for strategic human resource initiatives designed to enhance the company’s business performance.
Major Accomplishments:
• Created the model for the re-design and implementation of a sales training system in a major division. Implemented learning systems supporting organizational growth and expansion.
• Provided strategic training and organizational development initiatives, supporting business strategies for over 140,000 employees, and revenue volume in excess of $70 billion.
• Specialized systems included design of custom development systems, including Talent Management and employee development systems.
• Facilitated the implementation of executive development, leadership and management development systems, which drove organizational goals.
• Designed key competency models used for development assessment and curriculum building
OCWEN FEDERAL BANK, FSB, Orlando, FL 2001 – 2003
Director, Organizational Development and Training
Responsible for the operations of all Organizational Development and Training activities for a twenty-plus billion dollar asset international financial services organization. Supervised a staff of ten Human Resource professionals on three continents. Trained in Six Sigma.
• Developed the Talent planning system for the top three levels of management, including a Succession Planning system and a Fast Track Executive Development process, including a leadership development system. Managed the development of executive level managers.
• Designed the curriculum process for all levels of supervisor and management development.
• Created the design to implement a worldwide e-learning training system to operate on three continents.
• Re-structured the company’s performance management system aligning department and individual goals with the company business initiatives.
AGRIBANK, St. Paul, MN 1992 – 1999
An $18 billion asset wholesale bank providing financial service to the Farm Credit System.
Director of Organizational and Leadership Development
Responsible for the learning and organizational development functions.
Major Accomplishments:
• Designed, developed, and implemented change programs to increase the organization’s effectiveness.
• Designed and implemented the organization’s succession planning process complete with a comprehensive strategic human resource talent review system.
• Designed, developed, and implemented the organization’s talent development process and the implementation of an annual 360-degree competency analysis program.
• Redesigned and implemented a new Performance Management System.
• Created the organizational employee perception and an engagement feedback process that directed organizational change activities and raised employee satisfaction scores over four years
• Designed and implemented the organization’s initial service quality program, which led to successive years of increased customer satisfaction scores.
• Created and managed a two-year leadership development institute for the top 100 managers.
• Participated on a leadership team of key managers who completely restructured the customer service After a successful pilot implementation, the design was subsequently executed in all 30 associations.
• Redesigned the sales and sales management curricula, which directly influenced double digit growth in sales volume for each of the past three years.
MCLAGAN INTERNATIONAL, Minneapolis, MN 1988 – 1992
An international consulting firm providing to Fortune 100 and 500 firms worldwide talent management development and business strategy implementation through the alignment of human resources programs.
Senior Consultant
Responsible for business development and representing the organization's consulting services to Fortune 500 clients
• Developed and implemented leadership competency models and development systems.
• Advised and consulted with senior country managers on training strategy implementation.
• Facilitated training programs in performance management and performance communications techniques.
• Consulted with senior management teams to identify key business and human resources strategies that drive accomplishment of organizational goals.
• Coached executive level managers on development planning.
• Project manager over a two year period for a major consumer products company to redesign and implement a performance management / quality management program worldwide.
JOSTENS INC. 1981-1988
Corporate Employee Relations (Human Resource) Manager
Managed Plant Human Resource operations for two divisions
• Redesigned sales training systems to include performance management, sales coaching and follow-up structures to ensure effectiveness. Led the restructuring of a sales/manufacturing flow process
• Implemented agreement with union to establish new technology jobs that saved $250,000 per year without having to reopen contract negotiations or face binding arbitration
• Designed, developed, and implemented a management development program for the division’s 90 regional, district, and branch managers throughout the United States and a supervisory skills program for over 300 first-line supervisors
EDUCATION
MS, Adult Education, University of Minnesota
BS, Marketing Education, St. Cloud State University
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