Project Manager
Resume:
Joyce A Mayhew M.S.M, PHR, Six Sigma Black Belt
Converse, Texas 78109
PROFESSIONAL PROFILE
Life-long learner with training, process improvement, program management, recruiting, and staffing experience seeks to continue to learn by interacting with an organization that believes in continuing education.
CERTIFICATIONS
Certified Department of Defense Six Sigma Black Belt, 11/18/2008
Professional Human Resource Certification, 01/28/2010
WORK EXPERIENCE
Defense Finance Accounting Service
Indianapolis, Indiana US
10/2009 – 11/2011
Sr. Human Resource Specialist
After earning my Six Sigma Black Belt certification, I was promoted to a senior specialist and assumed primary responsibilities for program and project management of all professional soft skills training. Modified and edited the content of existing training to include new techniques and approaches, as well as procured new offerings. Identified problems in the training material, provided expert knowledge of adult education, human resource theories, practices, laws, and regulations to draw conclusions and made recommendations for improvements to agency-wide Learning & Development (L&D) programs.
Obtained my PHR in Jan, 2010 and assumed responsibility for providing consultative services for DFAS IT customers. Reviewed corporate L&D strategies, policies, and guidance to develop and present recommendations regarding program revisions based on the PHR guidelines. Executed, tracked and monitored all training changes.
Oversaw 4 employees on a project geared towards earning their green belt certification. The project focused on determining the effectiveness of the established 85% fill rate for courses. During the project, course sign-up trends, cancellation trends and the employees wait listed were analyzed. The project resulted in a change in the course maintenance faculty (CMF) that notified wait listed employees of an open seat, reduced the number of employees on the wait list, increased the agency’s return on investment, thus reducing the need to add courses which reduced the budgeted amount paid for courses and resulted in a cost savings of 80K in year one.
Continued work on the development of “Professional Business Skills” program. Employee skills data, the agency strategic plan, the DoD leadership competencies and the agency competencies were reviewed to determine how to structure the Professional Business Skills program. The premise behind this program was to focus on enhancing soft skills (oral and writing communications, business analytics, customer focus, diversity, and teambuilding) within the agency. Collaborating with both the internal (agency strategic goals) and external (services) customers on requirements, gathering and analyzing data needed to determine the best classes was utilized. Piloting the program required interaction with numerous levels of leadership and numerous briefing of the outcomes.
Contract officer training and time spent with the budget manager afforded me the opportunity to learn how to obligate and expend the budget once the course had been given. By keeping a running balance on an excel spreadsheet, this allowed me to determine whether execution of the projected rate was current and to determine when to offer additional courses. The FY10 budget was executed to within 97% (293,000) of the actual budget (300,000). The FY10 data was used to determine the budgeted amount needed to support the soft skills program in FY11.
Martin University
Indianapolis, Indiana US
9/2009 – 9/2010
Adjunct Professor
Researched, developed and taught the curriculum for Service Learning & Leadership, which introduced students to service-learning as a learning method that allowed students to develop leadership skills and self-actualization through upholding a commitment to serving the needs of others while enhancing academic rigor, intentional reflective thinking and responsible civil action.
Researched and provided feedback for the development of the curriculum for Future Leaders of Martin, which is a practical application course. Students will use what was learned in Service Learning & Leadership as well as their particular discipline to complete a community based project.
Researched and developed the curriculum for Supervisory Techniques, this course concentrated on first-line supervisory techniques. The course further explored the process of supervision, delegation, motivation, employee/supervisor communication, and the decision making model. This course was taught as a 3 day intensive. Students attended class for 8 hours each day (24 hours).
Course content of Introduction to Human Resource Management was edited to reduce it from a 15 week course to an 8 week course. This course was taught with emphasizes the functions in organizations that facilitate the most effective use of people (employees) to achieve organizational and individual goals. Elements include employee recruitment, selection, motivation and orientation; training and development; labor relations and employee safety, health, and wellness; performance evaluation and compensation; human resource planning and job analysis; and equal employment opportunity (EEO) Compliance.
Defense Finance Accounting Service
Indianapolis, Indiana US
10/2008 – 10/2009
HR Specialist
Worked with departments to research and identify which soft skills were critical to the success of the employees. Information from the employee skills data, the agency strategic plan, the DoD leadership competencies and the agency competencies were used to determine how to structure the Professional Business Skills program. The premise behind this program was to focus on enhancing soft skills (oral and writing communications, business analytics, customer focus, diversity, and teambuilding) within the agency. Collaborating with both the internal (agency strategic goals) and external (services) customers on requirements, gathering and analyzing data needed to determine the best classes was utilized. Piloting the program required interaction with numerous levels of leadership and numerous briefing of the outcomes.
Defense Finance Accounting Service
Indianapolis, Indiana US
10/2007 - 10/2008
Six Sigma Black Belt Developmental Assignment
I was competitively selected as a Process Improvement Specialist for a one year developmental assignment. As a developmental Black Belt, I managed complex governmental projects/programs through initiation, planning, execution/control, and closeout phases. Facilitated the project team in defining requirements, proposals, budget, schedules, and used previous experience managing large, complex projects and/or programs. I was responsible for managing and communicating the project/program scope, resources and schedule. I created strategies for managing risk mitigation and contingency planning. Planed, scheduled, and communicated project deliverables, goals, and milestones. Efficiently identified and solved project issues and maintained project documentation. Possess strong organizational, presentation, and customer service skills needed for this type of work.
First project consisted of reviewing an operational problem located in Contract Services Directorate (CSD). The focus of the project was to reduce the travel and training dollars by analyzing the data, design and develop a training curriculum. I assisted with defining the project scope, priorities, and staffing necessary to complete the project using the Six Sigma methodology. Data was formatted for use in charts and presentations. The cost savings for this project was $610,000 and assisted me with earning my 6 Black Belt certification.
Diversity Accomplishments (Primary): The focus of this project was to devise a method to capture, maintain and report all management diversity accomplishment data to ensure the OEOP is in compliance with EEOC requirements. I provided guidance and collaborated with OEOP on the development of the accomplishment temple, implementation and marketing plans. The accomplishment template was executed on September 8, 2008. The projected savings were $104,242.00. The prototype is being considered for use with other components of MD715 Reporting.
Closed Appropriations (Primary): The focus of this project is to develop a system to track the balances, adjustments and payments to all closed accounts and close the current audit findings. I assembled, catalogued and provided all of the Closed Appropriation documents from 1998 to 2008 for the sponsor and team members to evaluate and use to develop a resolution. My main function was to analyze all data associated with the project. The changes are scheduled for implementation in FY11 with projected savings of approximately $3.5million dollars.
HR Service Delivery Model (Primary): The focus of this project was to gather and analyze survey and narrative data to design a HR service delivery model that reduces cycle time, eliminates rework and provides just in time service. The cost savings for this project is anticipated in the $1.5M range.
Often shared best practices or failures during team meetings as a well to encourage and promote the use of the 6 methodologies. Encouraged the new developmental Black Belts to attend my project kickoffs to stimulate their understanding of 6 and coached them as needed.
Defense Finance Accounting Service
Indianapolis, Indiana US
2/2006 - 10/2007
HR Specialist (Leadership Development Program Manager)
I was competitively selected as a Leader in Motion (LIM) in HR Shared Services, Learning and Development Division. During my time as a LIM, participated in monthly group meetings, attended classes as required, and facilitated a quarterly meeting in September 2007, while completing my duties as a HR Specialist. I successfully completed the LIM program in May, 2008.
Primary responsibilities as a Leadership Development Program Manager consisted of program and project management, which included accountability for the management of all leadership development programs. I modified, edited and updated the content of existing training to include new techniques and approaches. I managed the budget by coordinating the allocation of funds for all leadership development projects and programs based on the strategic goals of the agency. I designed, developed, implemented and facilitated the “Transition to Supervision” and “Collaboration between Supervisors and Leads” training modules within the first six months of employment. Designed and developed a twelve month leadership development program for non-management employees.
Assisted Learning & Development with program development by identifying interrelated problems; provided expert knowledge of learning, development and human resource management theories, concepts, practices, laws, regulations, procedures and by drawing conclusions and making recommends or developed methods for improvements to agency-wide Learning & Development programs.
Established and maintained effective working relationships with supervisors, managers, and the Learning & Development staff by providing expert consultative and advisory services, and coordinating all logistical details for leadership development activities, competitive programs, and program marketing.
Possess effective communication skills, both oral and written needed to prepare reports, charts, graphs and studies; to develop, coordinate and/or provide program training and to prepare instructions and periodically submit a leadership article or book review for publication in the agency’s electronic magazine quarterly.
Southwestern Bell Communications (Ameritech)
Indianapolis, Indiana US
4/2003 - 2/2006
Staffing Consultant, HR System Project Manager
As the HR JOBS (Job Opportunity Broadcast System) Project Manager, I coordinated activities needed to release changes for the JOBS staffing system with the Information Technology (IT) department. As a result I spent two weeks in Chicago working with IT on completing a detailed analysis of the JOBS system. This resulted in the creation of a three phase project. I managed the three phase complex telecommunication project/programs through the initiation, planning, execution/control, and closeout phases. I facilitated the project team, staffing managers and Directors in defining requirements, proposals, budget, and schedules. I was responsible for managing and communicating the project/program scope, resources and schedule of all work requests. I created strategies for managing risk mitigation and contingency planning by looking at how the staffing managers were using the old system and their use of the new system. I planed, scheduled, and communicated project deliverables, goals, and milestones to staffing managers and directors. Efficiently identified and solved project issues. Maintained project documentation, communicated change and trained the users on system changes.
To facilitate enterprise-wide practices, I analyzed all JOBS issues looking for duplication of issues in other HR systems Southwestern Bell acquired through mergers. Initiated calls with those responsible for the other HR systems to explain the relationship of the issues in JOBS to their issues and sought assistance with getting the proper resources to complete the work. Analyzed 506 issues related to the functionality of JOBS which translated into 55 system changes. Completed cost benefit and return on investment analyses to determine the feasibility of upgrading the HR system and/or to purchase a new HR system.
Edited staffing process flowcharts, used Visio to reflect changes made to the JOBS system. I participated in weekly or daily calls to discuss enterprise-wide practices and helped develop innovative and creative ways to incorporate the practices into the JOBS system. Set up a helpline bridge to assist the staffing managers with the new processes and work out system problems once new system went online.
Designed and implemented requisition processes that allowed HR to mix full and part time vacancies on the same requisition. As a result, requisition vacancy open rates were reduced by four days from 30 to 26 and fill rates increased by 10% from 73% to 83%. Built test case repository to ensure proper system functionality and notified the staffing team of JOBS changes by writing and implementing communication pieces.
Served as Chair of the JOBS System Steering committee located within the PMO (Project Management Office); primary responsibilities were to monitor execution of system migrations, prioritize projects, determine funding and chair monthly and quarterly discussions with HR Senior Management. Participated in weekly meetings with the Office Managers in the Midwest region to discuss and prioritize all JOBS work requests. As a result of this process, issues that impacted the clients’ ability to perform the functions necessary to staffing were revealed and resolved.
Southwestern Bell Communications
Indianapolis, Indiana US
9/2002 - 4/2003
Staffing Consultant, Methods & Procedures
As the Methods and Procedures Manager, my primary responsibility was to developed and updated M&P documents pertaining to the internal and external hiring processes, human resource (HR) system implementations, migrations and regulations. Possess a basic understanding of the USAJOBS system and civilian human resource management functions, processes, methods and procedures, specifically training and development. Other areas of knowledge regarding HRM were acquired through studying for the PHR examine.
I created and implemented a cross-charge process to track all costs associated with the hiring process that resulted in HR recouping $100,000 towards its budget.
Designed and developed a standardized electronic M&P data dictionary to centrally locate all documents. Completed research to create business case analyses; recruiting strategies, demographic comparisons, and job descriptions using descriptive research schemes to support the Associate Directors of Staffing,
Methods & Procedures and HR Systems.
Southwestern Bell Communications
Indianapolis, Indiana US
3/2002 - 9/2002
Test Manager/Staffing Manager
Supervised clerical/testing staff of three, oversaw all office activities, developed and placed vacancy announcements on the Jobline and developed employee testing scheduled based on hiring projections. Interacted with union officials regarding employee testing procedures, forced staffing reductions, skills upgrades, and policy and benefit related questions. HR Executive meetings were attended to learn the future needs of the company.
As the subject matter expert (SME), I collaborated with the vendor on the conversion of the FTP test scoring process to an electronic test scoring process. Initiated a project to reduce the procurement of paper tests, eliminated the need for a facilitator, eliminated the need to secure and track multiple versions of each test, thus reducing the risk of fraud, and eliminated the dependency on the vendor for system changes. The new system created a timely testing process; increased the quantity of test scored daily and provided test results to the staffing managers in a quick and efficient manner. Training was provided for the five Test Managers and M&P Managers on the new test scanning process.
Was responsible for filling positions for the IT customer by acquiring knowledge of position requirements, fill dates, and notify them of background checks, drug screens, etc. Upon recommendation and placement of new hires, was responsible for collecting I9 data, new hire orientation and the retention of the employee.
EDUCATION
Indiana Wesleyan University
Marion, Indiana US
Master of Science, Management
AFFILIATIONS
ASTD, HRCI, SHRM
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