Human Resources Manager

Dane Englund

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Senior Manager, Human Resources

Human Resource professional with demonstrated experience as a strategic business partner. Extensive experience in employee relations; staffing and workforce planning; succession planning; performance management; training and development; change management; executive and leadership coaching and development. Experience ranges from a stand alone human resource department in a small company to a divisional manager with multi-site, multi-function human resource responsibilities.

Experience

Smart & Final – March 2011 - Present

Regional Human Resource Manager – Los Angeles, CA – March 2011 – Present

Interim/temporary position reporting to Group Vice President, Human Resources- Stores and Supply Chain. Responsible for providing human resource generalist support and managing the human resource function for multiple distribution centers in assigned geographic region; ensuring compliance with State and Federal law, Company policies and procedures, and responding to and representing Company with outside agencies; providing human resource consultation and coaching to distribution and corporate leadership; investigating and administering to employee relations issues and claims; recruiting; performance management; staff planning; identifying, developing and facilitating management training programs; implementing Corporate Human Resources Programs; researching, developing, and implementing human resources programs to support store/supply chain operational needs.

The Home Depot, Inc. - January 1993 – March 2010

Divisional/Regional/District Human Resource Manager – Los Angeles, CA - August 1999 – March 2010

Responsible for directing HR initiatives executed at individual unit level within assigned area; translating strategic goals and initiatives into store level action plans; investigating and administering to employee relations issues and claims; succession planning; developing a leadership talent pool; workforce planning; company training programs; leading measurement, evaluation, and reward systems; analyzing diversity, attrition and other key human resource metrics to proactively address district and regional issues. Area of responsibility included up to 5 districts, 41 stores, and approximately 8,000 employees in the greater Los Angeles, Las Vegas, and Hawaiian markets.

• Projected unit staffing needs ahead of schedule year after year. Created, implemented, and managed a staffing process that projected unit hiring needs, employee headcount, full to part time ratios, and unit staffing performance.

• Exceeded average/effective wage and payroll performance, training compliance, and on-time evaluation performance objectives year after year. Created, implemented, and managed a process that tracked and reported on significant HR metrics and performance.

• Reduced personnel litigation, EEO/DFEH charges and employee relations claims approximately 25% and employee turnover by 30% by a hands-on and visible employee relations program and focused management training.

• Exceeded sales and profitability plans 2006 - 2009. Worked with District Management to translate strategic goals and initiatives into measurable unit level action plans and by ensuring execution of effective measurement, evaluation and reward systems within units.

Divisional Staffing and Development Manager – Western Division - April 1995 – August 1999

Responsible for increasing the depth, capability, and long-term success of internal and external talent pools; projecting management needs; attracting, assessing, and retaining external talent; succession planning at division, region, and district levels; developing performance criteria for promotional lists; providing guidance and follow up on individual development plans for high-potential candidates at the Officer, District Manager and Store Manager levels; and implementing management training and developmental programs; Area of responsibility included the Western Division inclusive of 3 regions, 22 districts, 2 merchandising groups, and 6 distribution centers.

• Increased depth, capability, and long-term success of internal talent pool as well as externally recruited talent growing the division from 122 stores to approximately 210 stores.

• Created and managed an interim high-potential program that allowed division, region, and district leadership to assess and develop future promotional candidates.

• Projected Divisional staffing needs on time and ahead of schedule year over year. Developed a divisional manpower needs mechanism that projected management needs based on 19% new store growth rate as well as management attrition on a base of 122 stores.

• Provided leadership and guidance to division, region, and district leadership in creating, implementing, and managing an annual business, talent review, and succession planning process that integrated business growth plans to talent development and acquisition.

District Human Resource Manager – San Francisco, CA - June 1993 – April 1995

Responsible for employee relations and grievance investigations, training and development, succession planning, staffing for management and hourly needs for existing and new store openings for 10 stores in the South Bay District of the San Francisco market and approximately 1,500 employees.

Assistant Store Manager – Las Vegas, NV - January 1993 – June 1993

Accountable for sales, profitability, merchandising, and full P&L responsibility for a store in the Las Vegas Market with a sales plan of $40 million and 150 employees.

Pay ‘n Pak Stores, Kent, WA

Regional Personnel Representative - July 1990 – October1992

Responsible for the overall human resource needs as well as operational activities of 17 stores in the North Puget Sound and Portland markets. Specifically: employee relations, management development and evaluation, grievance investigation, recruiting, interviewing, and selection. Assigned to a district operational role with store operations, merchandising, and full P&L responsibility under Chapter 11 status.

• Created and implemented a company-wide Interim Assistant Manager Program which reduced management turnover from 30% to below 15%.

• Developed and implemented a company-wide management organization structure. Including: redefining and rewriting current job descriptions; developing and structuring new positions; and reorganizing store management teams to accommodate new roles and responsibilities.

• Exceeded financial plan while in Chapter 11 status. Full operational, human resource, and P&L responsibilities for 11 stores in the Seattle market.

• Significantly reduced personnel litigation and employee turnover by a visible employee relations program and focused management training.

ASKO Processing, Inc., Seattle, WA

Human Resource Director - January 1989 – July 1990

Successfully Installed and managed a Human Resource Department for a parent company and two divisions. Responsibilities included: installing and standardizing a wage and salary program; management training; employee relations; recruiting, interviewing, and selection; installing and managing an Affirmative Action and EEO program to comply with government contracts.

• Reduced new employee and longer serviced employee turnover by 35%

• Developed and installed a wage and salary program.

• Significantly reduced Worker’s Compensation claims ratings.

Education

Brigham Young University, Provo, UT

B.A., Communications with a concentration in Human Resource Management and Organizational Behavior.

Awards

2007 Western Division Values Award

2006 February Western Divisional Human Resources Associate of the Month

2005 Western Division HR Execution Manager’s Crystal Hammer Award

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