SR. HR Professional

JOHN QUARLES, SPHR ************@*****.***

***** ******** **. ***********, ** 80234 303-***-**** (H) 775-***-**** (M)

MANAGER OF HUMAN RESOURCES

Strategic Planning / Compensation & Benefits / Talent Development / Change Management

Process Improvement / M&A / Leadership / SAP / Labor Negotiations / Health & Safety / Six Sigma

With proven results in strategic Human Resource leadership, I have aligned HR initiatives that fostered a workplace consistent with organizational values, mission and goals, managing growth and improving staffing stability for multi-site companies such as Cooper B-Line.

Knowing the importance of HR understanding the business, I work as a strong partner with all operating departments, functioning as an consultant, advocate and problem solver, ensuring employees are motivated to achieve superior results.

 Creating and implementing strategic HR practices for small and large organizations

 Recruiting, training and leading high-performance, cross-functional teams

 Designing and managing customized grievance and conflict resolution processes

 Developing and executing plans to improve organizational efficiency and effectiveness

Both firm and fair, I am an organized, results-oriented manager who speaks honestly and clearly. I excel at identifying issues and developing solutions that improve organizational productivity. I recruit and train high performance teams. I hold an MS in Labor Relations from Loyola University in Chicago. I am certified through the Human Resources Certification Institute as a Senior Professional in Human Resources (SPHR).

SELECTED ACCOMPLISHMENTS

Corporate Integration. Cooper sister-division needed to integrate recent acquisition in eight weeks. Analyzed HR processes for both entities. Established strategic plan, including “go, no go” actions and timeline. Aligned job descriptions and compensation between organizations. Achieved full integration with eight week timeline.

Workforce Management. Cooper sought to reduce personnel by 20% within two weeks without impacting plant productivity and customer service. Established skill matrix to determine abilities to perform each job and task. Reassigned production staff based on position requirements and skill set, achieving goals as mandated.

Company Communication. Tasked to reduce tremendous backlog of grievances. Established weekly meetings with Union business agent. Determined grievance root cause after grouping similar grievances together. Reduced 165 grievances to less then 10 in eight months, building relationships to reduce number of new grievances by 80%.

Cost Analysis. Production was working 40-50% overtime. Performed detailed analysis comparing cost of working OT versus hiring additional manpower. Designed, implemented matrix to guide manpower decisions.

Process Improvement. Needed to reduce length of time required to get hiring requisition signed and completed. Analyzed systems, using Six Sigma methodologies. Implemented new process, reducing hiring time by over 75%.

CAREER SUMMARY

Senior HR Manager, Whitewave Foods, ($20B F&B distributor), 2008 to 2009. Managed the full scope of west coast HR functions, including four production facilities. Assisted Director of Operation. Managed team of four.

Labor Relations Manager, Butterball Turkey, 2007 to 2008. Addressed all grievances submitted by two different unions. Conducted grievance-handling training sessions with production supervisors. Worked as Number Two negotiator for company during major negotiations with UFCW.

Division HR Manager, Cooper B-Line, ($4B manufacturing company). 2007. Managed all HR functions as directed for $300M, 6-facility with 1600 employees. Directed HR for two union facilities with 350 hourly employees. Served as member of Corporate Diversity Council. Recruited college talent. Managed team of five and $10M budget.

Compensation & Benefit Manager, 2005 to 2007. Administered benefit programs for entire division. Created and evaluated new positions, jobs and compensation/bonus plans. Led division-wide HR projects. Served as Divisional contact/coordinator for community involvement, contributions and relocation. Managed two and $5M budget.

HR Manager, 2003 to 2005. Managed safety and HR functions for $25M manufacturing facility with 125 employees and off-site warehouse with 25 employees. Managed $100K budget.

Site HR Manager, 2000 to 2003. Handled all HR functions for a manufacturing facility with 250 hourly and 25 salaried employees. Lead re-alignment of labor force in WI, TX and MS resulting in force reduction. Partnered with safety professional to manage facility’s safety programs and workers’ compensation. Managed $2M budget.

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