Organizational Development/Talent Management
Resume:
Carrie Gibbs
Fort Worth TX 76107
************@***.***
Professional Experience
**** – 2009 Alcon Laboratories, Inc. Fort Worth TX
Director, Leadership Development
Provided thought leadership to design a new organization capability review process to assist business leaders with development and succession planning. Created and implemented talent strategy, global process, manager awareness training, definitions, metrics and facilitated talent review discussions with SVPs reporting into the CEO. Prepared senior leaders for succession and talent discussions with the board.
Designed leadership development strategy and core leader lifecycle curriculum to provide structure to the talent development process. Utilizing action learning, coaching and feedback, and blended learning techniques to reach global audience.
Designing selection and development assessment strategy for the organization focused on HIPO talent. Using battery of assessments to validate high potential characteristics and utilizing as additional data for recruitment, succession planning, and leader development programs.
2006 – 2007 Liberty Mutual Group Boston MA
Compensation Consultant, Liberty Mutual International
Implemented global merit, incentive and equity partnership processes for International SBU. Ensured payouts were aligned to LMG compensation philosophy, calculations were accurate and payments were on time. 100% of bonus and share payouts were correct.
Led compensation review project to adjust pay to be competitive with market. Developed project plan, communication strategy, engaged senior leadership, trained local HR teams, developed new web based job analysis tool, matched positions to appropriate external surveys, and developed job families by function. Resulted in transparent job titling and new incentive plans.
2003 - 2006 Ingersoll Rand Company Limited Davidson NC
Director, Talent Development
Developed new Enterprise early talent strategy to accurately identify, rapidly develop, and strategically deploy and retain early talent to build a pipeline of global leaders to deliver 15% compounded annual growth per year.
Conducted comprehensive evaluation of 140 global universities to determine right fit for developing leadership pipeline with desired competencies. Established criteria and selected 30 niche universities.
Implemented three-phase selection process to assess early talent. Developed interview, on-line assessment, and two-day assessment center utilized in US, China and Europe. Increase offer acceptance rate by 10% in US.
Director, Talent Management
Worked with Sector President to create a people strategy for each business unit based on the long-term business review process (LRP). Facilitated succession planning and talent review processes across sector.
Conducted global talent review to identify high potential talent and create appropriate development activities to prepare individuals for their next position within the organization. Increased managers' awareness of high potential competencies allowing for a 50% increase in identified high potentials in Europe and China. Improved succession pool growth rate by 30% indicating our success in developing future leadership talent.
Implemented talent council chaired by Sector President. Council met six times per year and was responsible for building successor pipeline through the movement of talent cross business, geography and function to broaden employees' skill sets through exposure to a wider scope of activities performed by the business. Increased the number of development moves by 250% within one year.
Designed senior leader succession assessment methodology. Certified as senior leader assessor. Utilized three assessment tools - learning agility self and manager assessment, in-dept behavioral based interview, and online competency self-assessment - to analyze individuals current strengths, opportunities, and promotion potential. Delivered results to participants and their managers. Created individual development plans with each participant.
July 2002 - Feb 2003 ABN AMRO Bank Amsterdam Netherlands
Organizational Development Consultant
Designed and implemented global coaching program for top 150 executives of the bank. Developed coach selection criteria and created interview guide used in US, Europe, Brazil, Asia and Australia to ensure consistency in coaching approach.
Developed global performance management strategy for the bank. Created an inventory of current processes and policies, reviewed external best practices, identified opportunities gaps, and built a common process. Resulted in increased focus on executive objective setting and linkage of process to business contracting processes.
1999 - 2002 Novartis AG Basel Switzerland
Head Staffing Center R&D
Transferred to Pharmaceutical Sector to assist in implementation of new research strategy for Novartis. Start-up strategy required the hiring of 2000 scientist, medical doctors and support staff within three years. Created R&D staffing center to support strategy. Allocated CHF1.9M budget and managed headcount of 30. Exceeded expectations by hiring 495 R&D employees in 2001.
Re-engineered R&D recruitment processes to decrease number of handoffs and reduce cycle time. Developed consistent processes and created training program for Recruitment Specialist.
Implemented new recruitment software that allowed for the tracking of CVs and metrics reporting. Participated in vendor selection process, defined system specifications, produced project plan, developed test scripts and completed systems testing, developed training, and worked with IT to ensure data in legacy systems would be transferred to new application.
Head Global Organizational Leadership & Development
Promoted to global position after one year with Consumer Health Sector. Responsible for conducting global organizational talent review and facilitating succession planning and talent movement across the organization.
HR Director Sales & Marketing
Implemented sales force reorganization plan that involved the integration of two sales organizations into one. Resulted in increased revenue of 8%, double the industry rate. Developed competency-based selection process and hired 40 sales people within 35 days of position openings.
Provided on-going coaching, conflict resolution and performance management support as the generalist for client groups. Assisted management team in improving the application of performance management cycle. Resulted in a ratings distribution more aligned with business performance.
1995 - 1999 Cadbury Schweppes Plano TX
Manager, Organizational Effectiveness
Managed employee relations, performance management, and succession planning for 350 field sales employees.
Developed new training delivery mix that, within one year, reduced the number of in-classroom offerings from 30 to 18 while increasing the number of e-learning courses and increasing the number of training hours per FTE.
Designed, developed and delivered sales and management training. Implemented Soft Drink Economics training course for sales and marketing. Resulted in change from volume to profit focus and reinforced new financial measure of EVA. Developed level 1 - 3 to measure quality and effectiveness of training.
EDUCATION
1991 - 1994 University of North Texas
M.S. Counseling and Personnel Management
1986 - 1990 Stephen F. Austin
B.B.A. Business Administration
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