Human Resources Project

***** ******* ****** *****, **** Myers FL ***** C 312-***-**** ********@*****.***.***

SUMMARY

Experienced, metrics driven Human Resources professional with demonstrated success in the implementation of business-changing strategies in the areas of recruitment, talent management, resource planning organizational development and organizational effectiveness.

EXPERIENCE

Computer Sciences Corporation 2008 - 2012

IT Consulting & Business Integration

Director US HR Shared Services

Responsible to the VP Global Shared Services Operations for the delivery of HR Shared Services to the CSC workforce of approximately 48,000 FT US employees..

Lead development and implementation of cost effective benefits processing model for 20,000 US employees through integration with other Shared Services locations. Successful implementation of the project required identification of benefits that could be totally /partially processed off shore, creation of new internal and external (vendor) work-flow processes and system interfaces. The project was accomplished by over a 12 month period utilizing existing employees. The result was a 20% reduction in processing costs and faster processing due to multiple time zones.

Created and implemented a low cost hiring strategy for a 350 person Shared Service Center allowing for promotions and defined career path. The project focused 200 non exempt positions in HR, payroll, A/P and other financial operations. Company employees worked together over a 6 month period analyzing job descriptions, grades, salary ranges and skill-sets, leading to the development of training modules and a career ladder in Shared Services, Global HR Operations and the business units. Additionally, new recruiting strategies and government subsidies were identified. Result was a 35% reduction in recruitment and re-training costs, 174 internal company promotions over a 3 year period.

Researched, designed and managed the implementation of CSC’s Hire Tax Credit program. The project focused on the pre-hire status of all US hires in 2010 at the non-exempt, exempt and executive levels. Successful completion of the project required company employees in HR and Corporate Tax to analyze candidate data from Taleo, CSC’s New Hire DB and SAP, identifying and contacting employees insure compliance with Federal Guidelines and creation of employee tracking reports which enable the company to apply for additional tax credits after one year of employment. As a result of the Hire Tax project the company received $2.4 million dollars in tax credits for 2010 US hiring and an additional $350,000 for the those individuals who remained with the company for at least one year.

Marion Edward & Associates 2007 – 3/ 2008

Business & IT Consulting

Contract Human Resources Consultant

Created and implemented new HR policy & procedures replacing “off the shelf” documents, insuring compliance with state and federal regulations for 150 employees in multiple states. The project required working with company staff, external legal counsel and vendors for a four month period analyzing existing company practices in the states where employees worked. As a result of the project, the company has seen a 40% reduction in complaints/legal action by terminated employees for failure to comply with state regulations, a 20% increase in the employee retention rate, and is in compliance with state federal regulations in areas such as mandated sexual harassment awareness training.

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Harris Trust and Savings Bank 1996 – 7/ 2007

Banking/financial institution

Sr. Human Resources Business Partner (Vice President) 2001 – 7/2007

Responsible to the VP of HR to provide HR solutions and consulting support to a diversified client base consisting of over 1700 employees at multiple locations across several Lines of Business.

Developed strategy and managed US implementation for the consolidation of the Wire Transfer Operation into a centralized function in Canada. Project success required a cost analysis for the termination of 85 long term employees and a management team of 8, versus the cost associated with re-training and re-deployment. Utilizing in house staff the analysis was conducted. As a result over 60% of the employees were re-trained/re-deployed to other departments resulting in a cost savings of over 55%. In addition Employee Engagement scores improved for the first time in three years on the Annual Employee Survey.

Design and implementation the strategy for all enterprise-wide employee compensation plan rollouts in the US. The project affected over 8,000 employees, and was the result of a cross border team of HR and business unit resources. The successful implementation included the development of employee communications, education/training materials, train the trainer sessions and employee group sessions. The success of the program was measured by the results of the Annual Employee Survey focusing on Employee Engagement /management communications

Sr. Resource Manage 1999 – 2001

Responsible to the VP IT Development, managing a team of five Resource Managers who supported the Bank’s Corporate Technology Development department. P.

US team lead for the implementation of the BMO/Harris IT organization transformation from a hierarchical structure to a consulting model where the IT staff of over 500 would work on multiple projects concurrently. Successful implementation required analysis of the workforce skill-set, IT department operating plan estimates vs employee work hours to determine the ideal workforce size. Creation of new “Role” descriptions, grades and employee application process, was also necessary. The project utilized existing HR staff in the US and Canada to insure the consistency, along with external consultants. The result was work productivity improved by 20% and the IT headcount was reduced by 10% during the first year.

Harris Trust and Savings Bank 1996 -1999

Technical Recruiter

Full cycle recruitment

Designed and implemented new IT recruitment and staffing model impacting IT hiring managers, candidates and on-boarding processes for 3 BMO/Harris subsidiaries in the US. The strategy required buy-in from multiple management teams, this achieved by an analysis of staffing needs, existing procedures, identification of process overlap, a cost analysis of using a centralized recruiting function. The work lasted 5 months and was done by internal resources. As a result IT recruiting costs were reduced by 35%, with an increase of nearly 25% in direct hires and over 150 IT professionals place in a 30 month period.

United Insurance Company of America, Chicago, IL 1995 - 1996

Life Insurance, individual policies, home service.

Manager, Human Resources

Responsible for department budget, recruitment, employee relations, compensation, benefits administration and HRIS for 500+ person corporate headquarters location and over 450 sales and administrative staff in 146 district offices nationwide.

Independent Consulting, Boston, MA / Chicago, IL 1992 – 1995

Developed the strategy and managed the startup of a legal office in Chicago, for two large US law firms for the defense of a client from a hostile takeover. The project required creating a full service office space for up to 45 lawyers and outside consultants. Requirements included furniture, phones, LAN/WAN connections to each firm’s main office, staffing of administrative and paralegal staff, coordinating travel arrangements, negotiating long term housing arrangements and submission of weekly payroll to the client. Technology and infrastructure needs accomplished with client resources and daily operations staff was obtained from local agencies for over 14 months. As a result of the centralized work location both firms were able to work collaboratively in Chicago and retained their client’s independent status.

Town & Country Corporation 1990 – 1992

Designer and manufacturer of fine jewelry

Director, Human Resources

Responsible to the Division President for all aspects of human resources management for 300+ person headquarters/manufacturing facility.

Developed and implemented cost effective hiring strategy for a new 200 person hourly workforce. Successful results required an analysis of the available workforce, along with the development and implementation of testing, screening background check strategy for the new employees. In house resources were utilized, along with a consulting firm and social services organizations over a 6 month period to create the workforce. As a result of the project, the new workforce surpassed anticipated productivity levels by 33%, and used to supplement hiring to another division improving productivity by 15%. Finally the company’s operating results were also impact by participation in a state funded hiring program resulting in a $5,000 tax credit for each new hire.

ITT Sheraton Corporation World Headquarters, Boston, MA 1988 - 1990 Hospitality Industry

Personnel Director

Responsible to the headquarters VP of HR, for human resources management for finance, IT, the Technology Center, 2 US based central reservation centers.

Designed and implemented a SR IT management review and workforce staffing strategy for a $100m IT project. The project was to replace the company’s DOS worldwide reservations system with an OS MVS platform. The project’s scope required an analysis and evaluation of the capabilities of both the Corporate IT Director and the project’s senior management team, along with the development of an aggressive recruiting strategy and employee retention program. The result was the successful project completion, a new Director of IT and Sr. management team, and the recruiting/retention strategies reduced recruiting costs by almost 30% and turnover from 37% to 9%.

General Electric Co., Lynn, MA 1984 – 1988

Defense Contractor, Manufacturing jet engines

Manager, Employee Healthcare Programs

Reporting to the Plant ER Manager, Responsible for the design, development, and management of employee programs impacting health-related benefits, costs, health promotion activities, absence management, and the EAP for the aircraft engine Lynn Production Division.

Created and led GE implementation of an applied research study of the Lynn Production Division’s healthcare costs for 20,000union & non union employees. The project, created in conjunction with the Boston University Health Policy Institute, IUE and area corporations, was staffed by GE and BU resources. The $3m project funding came from public/private foundations. The project included creation a health baseline, tracking employees, over a three year period creation of GE centric health education programs, screenings and alternative treatments by BU staff. The results, which were published showed the increased awareness on health and the alternative treatment programs, along with additional management programs reduced employee absence by 3.2 days-employee/year.

First National Bank of Boston, Boston, MA 1983 – 1984

Banking/Financial Institution.

Manager, School Relations

Reporting to the Director of School/College Relations, Responsible for the design and implementation of innovative programs at the junior college, and high school levels to enhance the bank’s active recruitment strategy.

Created and implemented expansion of the Bank’s School Recruitment program to include junior/community colleges and inner city public high school student hiring. Required to insure long term success for the program, an analysis of bank openings, turnover rates for entry level and two levels above, required skill-sets and the creation of a career path. This was accomplished by company resources and representatives from the state and local educational institutions. .As a result of the program the bank employed 237 after 1 year. The program produced higher performance evaluations than new hires in similar positions, turnover was reduced by nearly 40% and attendance at the participating high school rose to 84%. The program won a White House Award.

EDUCATION & TRAINING

Salem State College, Salem, MA, B.S., Education/History

In-house Human Resources training programs at GE and Harris Bank/Bank of Montreal

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