SPHR certified HR leader with Fortune 100 & 500 experience within large, high volume, 24/7 consumer goods (paper, food, automotive) manufacturing plants. 10 plus years working collaboratively with union and non-union leadership teams. Strong labor relations, employee relations, negotiation, project management, talent acquisition, Lean Manufacturing, grievances/arbitrations, training, benefits administration, safety and health, regulatory compliance, and performance management expertise. Skilled relationship builder and strategic business partner. Adept coach/mentor across levels and functions. Excellent analytical, team building and communication skills. Strong business acumen several years of operations management experience.
Human Resources Manager
2012 to Present
Total responsibility for all HR functions for this regional commercial & residential geothermal energy (site assessment, drilling/casing, piping installation) leader.
• Assist with site and project management to maximize staffing resources, maintain installation schedules, and resolve client concerns.
Human Resources Manager
2012 to 2012
Resigned to join Geothermal Services my family's business during a major expansion period)
• Led entire HR function for this unionized (UAW) Tier 1 metal stamped parts and welded assemblies supplier to major automobile manufacturers (Ford, Volkswagen, and BMW).
• Major emphasis in recruiting/staffing, building and sustaining a high performance work culture, and improving labor relations to facilitate continuous improvement during a massive expansion and product launch in order to supply parts for the newly designed Ford Motor Company Escape SUV. Managed 3 Generalists, 2 Administrators, and EHS Coordinator.
• Managed the talent acquisition process across all levels, partnering with numerous internal/external associates. Directed hiring of 400 hourly production workers, as well as over 50 skilled trade and managerial/supervisory positions, in order to transition from a 150 employee, one shift operation to a 550 employee, 24/7 operation.
• Performance management coach and advisor to management and supervisory staff on employee performance and development issues.
• Interpreted union contract, investigated all grievances and worked closely with UAW leadership to achieve case resolution.
2011 to 2011
Contacted and recruited by Martinrea. Resigned to return to HR, with an increase in salary)
• Managed 4 Supervisors, 4 production leads, and all support personnel within a 450 employee, 24/7/365 customer returns facility.
• Developed Peak season recruitment and training plans, assisted with recruitment and selection process, collaborated with staffing agencies on all Peak season associate onboarding concerns, and provided coaching/mentoring to operations staff on performance management and employee relations issues.
• Drove processing efficiencies, and led fast paced operational and process change within a high volume environment with massive Peak cycles.
• Co-Project Lead on relocation from main distribution center to an off -site facility. Transition
achieved with minimal customer service impact while adapting to a new WMS.
2010 to 2010
Resigned to accept a 6 month contract offer from Geothermal Services during their initial expansion)
• Total shift responsibility (operations and human resources) for refrigerated baked goods production within cost, productivity, quality, and safety targets. Consistently achieved all KPI's.
• Reduced grievances from 10 per month to 2 per month by consistently engaging associates and pro-actively collaborating with union leaders on all issues and process changes.
• Directed 4 supervisors, 3 maintenance team leaders, and 120 production associates across 8 production lines while adhering to AIB/GMP guidelines.
• Implemented improved safety and machine SOP's reducing recordable incidents by 25%.
2007 to 2008
My position was eliminated during the economic downturn/stock market crash)
• Recruited/selected hourly and machine set-up personnel. Developed and implemented a production benchmarking and individual performance management system that led to a 12% increase in productivity in 2008.
• Managed 24/7 manufacturing plant producing 25 million paper plates & containers weekly.
• Led company transition to Lean/5-S philosophy, and adherence to AIB standards. Conducted
supervisory and hourly associate training to facilitate a successful implementation.
• Initiated revamped quality control program, decreasing re-work costs by 10% and customer
complaints by 20%.
January 1997 to May 2007
January 1997- May 2007
• Twice promoted to more complex, multi-cell departments. During 2004-2007, managed one half the 550 associate plant (Teamsters union), 30 pieces of high speed die cutting/heat stamping/folding/packaging equipment, and 15 direct reports. Collaborated with product management team to meet fluctuating demands & key deliverables for Wal-Mart and Target.
1. Chairperson of Plant Work Rules Project: Led first ever company/union joint partnership to ease contractual constraints to allow plant growth. Negotiated key operational and training concessions outside of union contract, leading to $100,000 reduction in labor and training costs and improved plant culture and teamwork.
2. Dual role of HR and Plant Manager for a 250 associate plant shutdown in 2005-06. Seven month relocation assignment. Project $400,000 under budget and transition timeline ahead of schedule. Partnered with other sites to schedule equipment transfers and integrate increased workloads. Developed all associate training needs and secured resources and personnel to conduct effective training across multiple sites.
3. Key member of manufacturing division's High Potential (High PO) talent development and succession planning team. Developed training and strategic career enhancement plans, including 6, 12, and 24 month developmental job assignments for fast track managers, engineers, etc
• Created and facilitated a cross-functional team of hourly and exempt associates to embrace work process re-design/improved teamwork expectations by using Lean manufacturing principles. Achieved an 18% increase in departmental productivity in 2007.
• Developed and implemented a comprehensive production benchmarking system (operational, individual & plant components) for multi-site manufacturing plants yearly labor savings of over $500,000.
• Key member of American Greetings Workflow/Supply Chain Reorganization team. Analyzed entire supply chain, with focus on plant capacities/production costs. Developed dedicated routing efficiencies, increased process standardization, strategically load balanced equipment, and standardized production methods across sites.
Human Resources Manager
July 1994 to January 1997
Total responsibility for all facets of HR, as well as payroll & purchasing. Managed a staff of 4 at this 24/7, 275 employee envelope and card manufacturing plant.
• Initiated open communication. Strategic union avoidance practices and operational teams focused on process standardization, safety, and cost reduction. Impact: 1995 employee attitude survey indicated major improvements in: plant communication, job satisfaction, and overall morale compared to 1993 survey.
• Training delivered: Effective supervisory skills, grievance avoidance, performance management, employee involvement, and continuous improvement principles.
• Developed departmental safety teams and introduced restricted duty guidelines. Lost time accidents and workdays decreased by 40% and 60% respectively.
Human Resources Manager
January 1993 to July 1994
Investigated/resolved employee grievances, handled hourly and administrative recruitment, led plant safety team, and administered internal job bidding and shift transfers.
• Successfully defended against three Equal Employment Opportunity Commission (EEOC) associate discrimination charges related to Americans with Disabilities Act (ADA).
• Reduced grievances by 50% through pro-active training of Supervisors and collaborating with union leadership.
Bachelor of Arts in Business and Psychology