Beth Rowley Email & Phone Number

Greater Salt Lake City Area

A new company built on the history and expertise of two innovators in the memory industry -Intel and STMicroelectronics-Numonyx invents, develops and delivers a wide range of proven, reliable, non-volatile memory solutions.Global HR Program Manager Recruited to program manage a new Performance Management Program for >6K employees in 18 different countries. The new program is a non-traditional approach to Performance Management that leverages a year-round performance dialogue with on-line integrated tools that are managed by an outside supplier. Developed and delivered an implementation strategy that comprehended the following for success; Return on investment analysis, executive leadership buy-in and support roles, outside supplier and tools, tool configuration and implementation with HRIS & IT, Change management, HR policies, global business partner roles/responsibilities, global training strategy, communication, critical success indicators, on-going sustaining support roles, data management and tool support. In 5 months, the new program and tools were delivered flawlessly and leveraged by 99% of employees. Additional responsibilities included management of the Global Travel and Expense policies and suppliers. In this role, responsible for managing supplier costs, service level agreements, indicators, adding new suppliers, and the HR Travel Policy and Guidelines. Accountable for the deployment of new Travel and Expense reimbursement tools and processes in 2009 requiring conversion, testing, training, communication, and data indicators for continuous improvement.

Recruited to support a joint venture between Intel and Micron called IMFlash Technologies. Responsible for managing the Mobility (relocation) and Staffing organizations. Chartered to build and implement the Mobility organization and strategies required to support the Utah ramp and a green field start up factory in Singapore. In Mobility, established and implemented new global mobility policies, provisions, and strategies to support >400 international assignments and 200 domestic one way and/or temporary moves. This effort also included securing and implementing global suppliers, systems, and regional support models. Innovative cost competitive strategies saved the company >2 million dollars while also managing to satisfy 85% of employees through the transition. The mobility strategy was presented at the Deloitte Annual Asia Customer forum in Singapore in 2007. Staffing responsibilities included overseeing the full life cycle of hiring in support of the factory hiring ramp. Built and delivered strategic recruiting plans with key partners to hire the right talent at the right time in alignment with the hiring plans. >600 employees were hired within 15 months that met the factory hiring objectives. Developed key metrics and scorecards to measure success and identify gaps for continuous improvement. Improved the staffing organizational capabilities through the delivery of a systematic approach to strategic recruiting which defined metrics and expectations for superior hiring effectiveness. Accountable for all new hire on-boarding efforts, e.g. vetting, drug testing, site assimilation.

Directly responsible for the US Staffing Services organization (76 employees). The organization was directly responsible for all US candidate offers in compliance with corporate guidelines, and local/federal laws. The role required management of new hire on-boarding, bonus administration, external candidate travel reimbursement, offer letter delivery, drug testing, back-ground investigation administration. In this role, I worked directly with multiple business partners, e.g. Immigration, Relocation, Payroll, and Compensation in relation to Staffing. Assumed accountability for all global data management and indicator performance regarding all offers. Responsible for global management of new hire compensation exceptions, integration of new Stock and Relocation programs. Managed an organizational POR of > 6M annually. Developed and delivered global controls/compliance in the Global Staffing Services organization. During this period, there were two system implementations that I managed from a business integration perspective. In 2005, ~24K US Offers were delivered with an 85% accept rate and a 99% accuracy rate on offer development. In this role accountable for the development and deployment of a global call center supporting internal customers.

Managed a team that successfully delivered >55 M&A activities that included mergers & acquisitions , liquidations, mass hirings, divestitures and site closures. Responsibilities included employee data conversion, people integration, system readiness and partner readiness in North and South America, Asia and Europe. In total the team managed the integration of over >6000 employees globally on to various HRMS with a 99.5% accuracy rate. Responsibilities also included globally driving legal compliance, employee on-boarding, training and communications. Introduced and delivered a new centralized model for managing M&A’s holistically. This required the developed and delivery of a new organizational structure, processes, and tools for standardized repeatable processes. Key tools and processes developed and delivered include the following; deal download tool, testing/production checklists/audits, stablization success criteria, issue tracking for continuous improvement, resource matrix tool which defined resource requirements based on deal structure and size. Responsible for partner readiness with multiple partners, e.g. HR business partner support, Payroll, Relocation, Immigration, Compensation, and Benefits. Additionally, managed the closure of a Latin American site impacting >1500 employees. During this period also responsible for managing Intel’s Global Bonus payments to >80K employees. Drove strategic improvement efforts for HR that delivered cost reductions of >600K annually.

Played a dual role in the management of the New Mexico site payroll for >6K employees and start up efforts for a new site. On- site leadership readiness team. Established the infrastructure for the management of payroll, relocation, employee reimbursements and employee assimilation. Ultimately the site did not materialize. Responsible for down-sizing and relocation of Intel employees to other sites. Drove a US taskforce that improved quality, controls and efficiencies between multiple Employee Services groups in HR, e.g. payroll, employee reimbursements, relocation and benefits. Represented Employee Services in M&A activities. Developed tools, processes and integration strategies to manage the successful integration of ~1800 Digital employees.

Payroll Manager for the Intel New Mexico site during a factory ramp. Managed 13 direct reports and POR. The payroll grew from ~4K to ~6K. Responsible for Expatriate payroll and taxation. Managed over 290 employee transfers both International and Domestic. Developed strong partnerships with factory management , Relocation, Legal and Staffing to provide superior business and customer results at World Class levels. Key contributor to the implementation of a new automated time and attendance system. REFERENCES & EDUCATION