Ann Manikas Email & Phone Number

Greater Chicago Area

• Led creation and implementation of training for new enterprise Job Framework initiative. • Co-Led the Workforce Equity Action Team for the enterprise (comprised of a cross-functional group of employees) to identify a three-year strategy and recommendations to embed equity throughout people processes at the AMA (recruiting, compensation, promotions, development, etc.)• Member of the core team for Embedding Equity in the AMA and representative on the Health Equity Workgroup in partnership with the Center for Health Equity.• Designed and delivered management and leadership development curriculum for all levels of leadership.• Facilitate group strategy sessions with functional leadership teams in areas of strategic planning, change management, process improvement and team effectiveness.

Greater Chicago Area

•Member of the executive team of UWMC and managed a team of three HR professionals.•Responsible for all human resource programs, policies and development (including, employee engagement, succession planning, training and development, recruitment, compensation and benefits, performance management, diversity and inclusion, and employee relations).•Transformed HR function and serve as staff lead of two board committees (Compensation and HR and Diversity Committees)•Launched first-ever succession planning process for CEO and executive leadership.•Created and implemented development planning for all employees resulting in improved retention and career development discussions.•Rolled-out an organization-wide mentoring program.•Conducted a compensation benchmark study and created a salary grade structure to ensure market-based pay decisions, internal equity and career paths.•Developed a competency framework to better define career paths integrated with salary framework and development planning process.•Led the employee engagement process and the action planning process with high involvement from leaders and employees at all levels.

Greater Chicago Area

Led the Leadership and Organizational Development strategies at ITW.Developed the ITW global leadership development framework processes and tools in partnership with the senior leadership team. Coached/consulted with senior executives and executive potential leaders on assessment, development and on-boarding.Led the design and delivery of the early in career leadership development program for high potentials.Facilitated EVP talent reviews for each business segment as well as the CEO-level talent review.

Greater Chicago Area

Accountable for Global Leadership Development, Talent Management, Succession Planning, performance management and training programs.Designed and implemented ITW's first common competency models for general managers and other critical leadership positions.Designed and implemented the first talent review and succession planning in all business segments.Trained/facilitated group discussions sessions with business leaders and HR in areas of talent reviews, development planning, team effectiveness and change management.Created and implemented the ITW executive development process by partnering with a pool of external coaches.

As leader of the global organizational development function, led a team of 14 associates globally; partnered with the Executive Leadership Team in the areas of talent management, succession planning and leadership development. Promoted to this role in January 2005.Designed and facilitated the executive talent management and succession planning processes for the top 150 leaders..Appointed as Ombudsperson for feedback on organizational changes for all 15,000 associates.Led the teams to develop a global competency model for each function. This is the first time the organization developed a coordinated and integrated approach to competencies globally.Manager, Organizational Capability - Sales and Marketing (Commercial)Developed and led the implementation of global learning and development initiatives - Leadership Academy, Project Management Training, Global Marketing College, and the Global Development OfficeLed talent management for the Global Marketing Leadership Council

PepsiCo acquired Quaker Oats in 2001. I worked on business process optimization projects across all of the divisions of PepsiCo and led the change management efforts. As internal consultant for strategic business initiatives resulting from the merger, responsible for collaborating with top-level management to enable start-up of cross-divisional project teams and provide tools, coaching, facilitation, and support throughout all phases of the integration. Representative projects include: Tropicana/Quaker customer service integration, Quaker/Frito-Lay Snacks integration, Supply Chain initiatives, and Human Resource Initiative. Designed and facilitated best practice sharing sessions with senior management from all divisions in order to create a single project management and change management methodology for all PepsiCo common projects; approach and methodology approved by PepsiCo Executive Council.Created and implemented a managers' toolkit on Making the Merger Work for Quaker, which built capability in leaders to manage employees during significant organizational change. Received Recognition Award from senior leadership; toolkit subsequently implemented at Tropicana.

I began my career at Quaker Oats as Training Manager for Gatorade and was promoted to HRD manager for Supply chain; I then moved into a newly created position of Training Manager for Integrated Logistics and Purchasing, reporting directly to the business; I then became part of the change management team for our SAP implementation. As training manager for Gatorade, I partnered with business leaders to create a business orientation for new employees to learn all aspects of the business. I received positive feedback from the President of Gatorade.

Implemented a variety of HR solutions for client organizations in many industries, in areas including: Organizational Research:Client assignments included: managing employee survey projects, including the planning and development of written surveys, interpreting statistical data, summarizing findings, and making recommendations to senior management of client organizations. Training and Development:Client assignments included: developing, implementing, and stand-up delivery of training programs in a variety of areas including: managing diversity, consulting skills, and HR manager/board of directors training for change management and merger/acquisitions. Performance Management:Client assignments included: auditing performance management systems, developing and validating competencies, writing performance management manuals, implementing 360° assessments, and conducting training in coaching and feedback. Benefits and Compensation Research and Communications:Client assignments included: facilitating focus groups and conducting surveys to assess employee understanding and gather input into redesign of compensation and benefits plans.

Mba, Strategy And Organizational Behavior

Ba, French And Film Studies, Magna Cum Laude

Activities and Societies: President of Cinema Guild (non-profit film society); Member of Selection committee for the Ann Arbor Film.

Intensive French Language Summer Program

Activities and Societies: Attended two summer sessions -- 300 College Level and 400 College Level French while I was in High School.