Alexandra Schmid, Mba, Sphr Email & Phone Number

Kingsport, Tennessee, United States

Reporting directly to the CHRO, lead a global team of talent management, organization effectiveness, leadership development and inclusion and diversity professionals for a $10.6 billion manufacturer of chemicals, fibers, and plastics with 14,000 employees operating in more than 100 countries worldwide.• Serve as a trusted advisor to the organization’s Executive Team and its Board of Directors on all aspects of integrated talent management solutions including strategy development, workforce planning, talent acquisition, succession planning, performance management, leadership development, enterprise talent risk, employee engagement and retention, and inclusion & diversity. • Conducted an audit of Eastman’s enterprise talent management practices and developed a fully integrated strategy and roadmap to build the leadership capability necessary to drive top and bottom-line growth. • Primary architect of Eastman’s Purposeful Leadership Program which is currently being rolled out by the Executive team to facilitate better strategy execution and empower all leaders to provide effective feedback, coaching and development to their teams.• Designed and deployed a Top Talent Succession Dashboard to accelerate the development of our Senior Leadership bench. • Lead VP level calibration discussions to equitably differentiate top performers across our businesses and functions, and to provide more meaningful coaching of our talent.• Building a data analytics capability to better align human capital initiatives with the organization’s strategic goals and objectives.

Kingsport, Tn

Partner with the SVP of Transformation to build the organization capability and culture required to execute our growth strategy and achieve our vision by effectively managing strategic and organization effectiveness and change management initiatives to ensure that talent, retention, engagement, and culture continue to be aligned with the business strategy.• Develop a Business Operating Model Playbook and coach HR Business Partners to collaborate with their leaders to stand-up new businesses organizations according to their target business model and staff leadership teams with the best talent.• Lead the strategic talent planning process for all business divisions to translate business strategies into practical plans to develop and acquire the critical talent needed to execute their strategy.• Spearhead the change management effort to drive adoption, build capability and culture to execute Eastman’s Business Operating Model and strategy.• Assess transformation effectiveness through employee surveys, focus groups, direct observation, workforce analytics and benchmarking to identify highest impact improvement areas across strategy, organization structure, processes and decision-rights, culture, talent, technology, and rewards.

Kingsport, Tennessee

Built and improved capabilities of people, processes, and technologies that elevated the capability of the global sales team by collaborating with the Corporate Sales Lead as the talent and change partner. Developed a three-year Salesforce transformation plan, redesigned sales roles, built a competency model and curriculum plan, established talent acquisition strategies, and led the change management effort for the new Customer Relationship Management (CRM) system. • Improve average call count by 50%, shifting calls outside of procurement to more than 80%, and increasing new business closes by 43% within the first year of launch.• Conduct a global assessment of Eastman’s top 130 commercial leaders, act on results through one-on-one and team feedback and coaching, and Enterprise-level recommendations.

Greater Philadelphia Area

Led two critical enterprise initiatives to build capability and activate a high-performance culture across GSK’s 100 employee base.• Revamp performance management at GSK and lead the Change Management effort to embed process and system changes while strengthening leadership skills across GSK’s 100k employee population.• Engage and onboard employees in a joint venture between Novartis and GSK Consumer Health companies while minimizing time to competence and co-creating a high-performance culture.

Greater Philadelphia Area

Established an enterprise-wide approach to building strategic capabilities required to execute strategy. Partnered with corporate executives to identify and build organizational capabilities by developing and aligning people, processes, and technologies to create competitive advantage in global markets.• Pilot and prove effectiveness of Strategic Capability Methodology in Brazilian market, resulting in a 100% increase in sales and establishing GSK as second largest pharma operation in company’s emerging market region.• Establish GSK’s Strategic Workforce Planning capability by developing the methodology and building capability through practitioner workshops, consulting, and a global community of practice with over two hundred core practitioners. • Meet the CEO’s challenge to build a pipeline of early career talent with the potential to become CEO within 15 years along with a development program to accelerate their development.

Greater Philadelphia Area

Managed a team of 15+ trainers, instructional designers, and change managers to pioneer a new blended learning approach to boost front line leadership capability across all GSK divisions and functions. • Spearhead the design, development, and global activation of GSK's inaugural enterprise-wide Front-Line Leadership Development program; included pre/post training activities to increase supervisor support, assessment/measurement approach to ensure ROI, and Corporate Learning Portal with job aids to support ongoing development of new leaders.• Use the Front-Line Leadership program as a strategic lever to shift culture in R&D from a focus on scientific capability only, to a more balanced focus on both scientific and leadership excellence resulting in a 9%-26% improvement across the following leadership capabilities: motivation, development, delegation, influence/communication, performance management, and change management. Intervention touched over 3,100 leaders in R&D from executive team through to front line staff.

Philadelphia, Pennsylvania, United States

Responsible for leading and improving Research & Development’s (R&D) talent management (succession planning, talent review, and talent development) and Performance Management processes.• Transform Performance Management in R&D to accelerate GSK’s ability to bring medicines to market faster by creating clear line of sight from each cross-functional team member to their specific role in enabling the quality and delivery time of critical R&D projects. • Provide frameworks, education and coaching to build R&D HR’s capability to consistently develop and retain top R&D talent. Key aspects of this work were adopted at the corporate level.

Greater Philadelphia Area

• High Potential Development and Retention: Led the Eagles Program to develop and retain high performing, high potential individuals. The program was a two year-long, experiential learning program comprised of: a 360 degree assessment and targeted Development Plan; senior leader led application discussions; high-exposure development assignments; participation in an enterprise-wide Drug Development Course; and shadowing senior leaders.• Executive Coaching: Provided transitional and developmental coaching to high potential leaders in the Wyeth Pharmaceuticals division. Specific accountabilities included working with leaders to help them: clarify and achieve their own goals through coaching, understand and act on the results of 360 assessments and to plan and execute interventions with their team to improve leadership effectiveness.• Realizing Pay for Performance: Led a cross-functional team of line and HR leaders to identify and implement ways to improve Wyeth’s performance management process including evaluation of its ‘forced distribution’ compensation approach. Additional project work included the design, development and delivery of a communication plan and a train the trainer workshop for HR on driving Wyeth’s Pay for Performance culture.

Greater Philadelphia Area

• Human Performance / Change Management Senior Manager: Consulted with senior business leaders in Fortune 50 companies to: diagnose organization and human performance issues, identify and design systems-based solutions, and plan and execute change management strategies.• Building Expert Capability in Human Performance Consultants: Led a global, virtual team of seven direct reports located in London, Manila, Philadelphia, Chicago and San Francisco to build expert capability in Accenture consultants located at client sites. Responsible to develop best-practice methods and resources and to provide expert coaching. Specific areas of focus included: Enterprise Transformation, Organization Assessment / Diagnosis, Journey Management, Leadership Development, Culture Change, Organization Design, Developing Effective Alliances, Communication and Change Management.

Post Graduate Certificate, Mastering Talent Management

Hiring, Engaging, and Rewarding A+ Talent

Mba

Bachelor’S Degree, Liberal Arts And Sciences, General Studies And Humanities