Human Resources Management

MARY CAIN

M.S., M.A., SPHR, GPHR

Email **********@*****.*** Cell Phone 415-***-**** http://www.linkedin.com/in/marycain

• Human Resources Professional with extensive experience building successful companies and satisfying careers in multi-site, multi-cultural environments;

• Business Partner with unique combination of expertise in all HR disciplines and practical business savvy, gained from working with companies of all sizes and across many industries;

• Strategic thinker and tactical problem-solver; expert at attracting, developing, and retaining talent to achieve business results; expert at managing change and facilitating communication;

• Leader with participative, collaborative management style; regarded as the consummate professional, fun teammate, and trusted advisor to executives and employees.

Professional Experience

Human Resources Consultant / Interim Executive 2008 to Present

Representative assignments include the following: (1994 to 1998 & 2001 to 2005)

HR executive for IT outsourcing company, 600 employees in Eastern Europe.

• Authored and implemented HR Strategic Plan, positioning for international market expansion.

• Re-structured and expanded role of HR; formed cohesive team of HR generalists and recruiters across multiple locations; upgraded processes, professionalism, and relationships with other functions.

• Initiated compensation program to control retention; expanded diversity and cultural awareness; coached technical managers and execs; handled performance management and associated legal issues.

Senior HR support for 1000 employee division of worldwide medical IT company, 40% of total revenue.

• Managed acquisitions, downsizing, and associated change management and legal issues.

• Provided coaching and counsel to executives and senior managers on critical, sensitive business challenges.

• Investigated and resolved complex employee relations and performance management issues.

Consultant to inexperienced owner/founders and key managers of software company;

started with twelve employees, grew to 125 over three years, all without outside funding.

• Provided on-call one-on-one coaching to exec staff and managers on difficult performance management and employee relations issues, e.g., discipline and discharge, legal challenges, teamwork.

• Worked with the three owner/founders to separate one from the company but to retain him as a consultant; worked with separating exec to communicate the change to the employees, with positive outcome.

• Consulted with both parties to facilitate transition when company was acquired by a competitor.

Gensler Architecture, Worldwide - San Francisco, CA 2007 to 2008

Human Resources Director

Top HR executive, managed staff of eight direct reports, providing support to 3000 employees in the USA, APAC, and EMEA; returned to consulting when economic downturn resulted in 40% downsizing.

• Upgraded HR functions and skill levels of HR staff throughout the firm.

• Established the first HR Strategic Plan for the firm, uniting previously disconnected functions and locations.

• Established HR metrics as business driver, including applying metrics in performance management process.

• Expanded the firm’s global footprint in the Middle East and managed global mobility across all locations.

Intel Corporation - Portland, OR 2005 to 2007

Human Resources Manager, Business Partner

Responsible for program management and delivery of HR services to Marketing and other technical client groups, with 1800 employees in the USA, APAC, and EMEA; left when company downsized 20%.

• Executed implementation of the Focal process, a complex appraisal and compensation management system, after only four months with the company, and while meeting or exceeding budget and all other metrics.

• Facilitated hiring hundreds of new employees; then managed downsizing process, with positive feedback from managers and employees for handling of numerous special circumstances and difficult cases.

• Managed the succession planning and key player processes, numerous employee relations and organization development issues, with skills sited as “exquisite” and “extraordinary.”

SmithGroup Inc. – Chicago, IL 2000 to 2001

Vice President, Human Resources

Hired into architecture firm to “modernize” the HR function; 1200 employees in USA, APAC, and EMEA.

• Established Strategic Plan for Human Resources, department infrastructure, policies and processes.

• Developed first Employee Handbook to address ten recently acquired companies.

• Facilitated teambuilding and collaborative communication processes to build a “one company” culture.

SPR Inc. – Oak Brook, IL 1998 to 1999

Vice President, Human Resources

Led HR function for four branch offices; 1200 employees, and thirty HR staff; left when downsizing was required.

• Led management and resolution of mergers and acquisition integration issues.

• Developed new Sales compensation program, to address new markets and service offerings.

• Established Training Advisory Board, company’s first career paths, and individualized training plans.

• Directed company’s first employee satisfaction survey; planned and executed systematic campaigns to target improvements, including immediate changes to benefits and employee communication programs.

Solbourne Computers - Longmont, CO 1991 to 1994

Vice President, Human Resources

Responsible for HR staff of five, delivering services in hardware/software design and manufacturing company; 400 employees in USA, Europe, Japan, Latin America, and Australia; closed when Matsushita declined funding.

• Directed international re-structuring of workforce, resulting in 30% downsizing; redirected staffing to meet demand for new skills needed to accomplish major change in strategic direction.

• Established training program, emphasizing performance planning and appraisal process.

• Initiated management training and career planning processes to meet requirements of ISO 9000 program.

• Selected new benefits and 401k administrators, expanding coverage, cutting costs, and reducing complaints.

• Implemented streamlined compensation program for Sales and technical jobs, reducing titles 50% and bringing salaries within competitive market ranges, reducing turnover and improving morale.

U S WEST - Denver, CO Prior to 1991

Director, Business Analysis, and Manager, Human Resources

One of 600 directors in telecom company of 65,000 employees; led staff of thirty business analysts & consultants.

• Trained staff on research methods; created competitor profiles, identified opportunities for increasing revenue.

• Facilitated formation of new subsidiaries, new lines of business, and joint ventures with 3M, IBM, and Boeing.

Delivered full range of HR generalist services for corporate and technical client groups.

• Co-authored long-range plan for Human Resources after Bell System divestiture.

• Authored and executed corporate strategic plan consolidating all management and technical training for three regional Bell operating companies and contributing directly to increase in sales and productivity.

• Developed business case examining sale of training products and conference services to outside companies.

Education and Certification

Certified GPHR and SPHR Global Professional & Senior Professional in Human Resources

Advanced Management Training Matsushita International Training Center, Osaka, Japan

M.A. Psychology University of Northern Colorado, Greeley

M.S. Education Instructional Systems Technology, Indiana University, Bloomington

B.S. Education Northwest Missouri State University, Maryville

Elected Member Bay Area Human Resources Executive Council

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