Brian Small Email & Phone Number

Norderstedt, DE

Grand Rapids, Michigan, US

• Responsible for leading a team of 45 HR professionals across all primary HR functions including HR Information Systems, employee relations, total rewards, talent management, diversity & inclusion and employee.
• Revised and implemented parental leave policy responsive to external benchmarking and internal employee survey feedback with zero cost to the organization.
• Streamlined performance management utilization through system, process and communication adjustments resulting in 97% completion rates and higher manager effectiveness.
• Saved approximately $1.25M in annual recurrent departmental expenses through strategic reduction in non-value-added initiatives and headcount.
• Led HR integration efforts for a 500-person acquisition resulting in a harmonized HRIS, fully implemented performance management system, and integrated total rewards framework.
• Restructured HR team to be responsive to unique regional variances, while driving common processes globally through deployment of common global policies and standard operating procedures.

Grand Rapids, Michigan, US

• Deployed a new global HR support strategy and developed a standard portfolio of services, resulting in improved strategic support and streamlined employee processes.
• Responsible for identification of foundational organizational metrics and development of a sustainable HR dashboard to drive databased people decisions by senior leadership.
• Execute the annual employee engagement surveys and action planning, resulting in the development of enterprise-wide response teams and business unit specific action plans.
• Partner with the Diversity and Inclusion leader to develop and deploy functional diversity & inclusion plans with focus on retention and recruitment of diverse talent for BISSELL.

Columbus, Indiana, US

• Primary HR Leadership support for the newly appointed Chief Digital Officer with responsibilities for driving talent strategies and people initiatives across business units and corporate functions.
• Developed and executed Diversity, Equity and Inclusion initiatives to improve recruitment, retention, and engagement of diverse employees globally.
• Established talent strategy for the Data Science organization, inclusive of retention of rare skillsets and development of non-traditional talent pipelines.
• Reduced reliance on 3PL Software Engineering talent pools and insource key talent skillsets for strategic digital initiatives.

Columbus, Indiana, US

• Lead all talent management strategy and corresponding tactics for target population of 4000 employees and contractors globally in the Information Technology function.
• Developed and deployed bottom-up analysis of the global manager span of control and led corresponding execution of people actions, improving reporting relationships at the director and senior director levels.
• Led initiative to identify and create pivotal director-level capabilities, conducted gap analysis with current high potential employees and proactively accelerate skill development in high potential talent to be ready.
• Launched Diversity and Inclusion initiatives at the senior executive level with focus on improving employee recruitment, development and retention across several target employee populations
• Developed predictive retention analysis to identify employees who are at risk for leaving the company based on known attrition factors and launched quarterly review cycle with leadership to develop and execute action.

Columbus, Indiana, US

• Responsible for 700 exempt employees and 2000 nonexempt employees spanning functions including Engineering, Marketing, Finance, Quality and Manufacturing for the New and ReCon Parts division.
• Lead team of 15 HR professionals globally with key focus areas including efficient execution of HR processes, deployment of HR Business Partnership model, functional succession planning deployment to identify ready-now.
• Deployment of leadership effectiveness tools both with the Executive Leadership team, as well as with global organizations, including Myers Briggs (MBTI), New Leader Assimilation, Bridges Transition Model and TKI.
• Development of global HR strategy in alignment with overall business objectives as well as corporate HR functional initiatives.

Columbus, Indiana, US

• Led the Human Resources function for 350 exempt employees and 2000 nonexempt employees spanning across seven manufacturing plants and eight office locations located in India, China, Mexico, the United Kingdom and the.
• Developed and deployed a global union relations strategy to facilitate the successful negotiation of contracts in manufacturing plants in Mexico, the United Kingdom and the United States.
• Developed a globalized standard for succession planning for key leadership roles to ensure seamless movement of talent across global plants resulting in successful placement of plant leaders.
• Led team of 12 HR professionals including HR Managers in each of the global manufacturing plants resulting in consistent deployment of HR policies and practices.
• Led annual process execution for Executive Leadership team as well as facilitation for global sites including Annual Headcount Plan, organizational development reviews, ethics investigation and recruiting.

Columbus, Indiana, US

• HR Manager supporting New and ReCon Parts Marketing, Engineering and Finance Organizations.
• Provided strategic and organizational support to four Executive Directors and global teams by leading organizational development reviews, headcount management, and ongoing succession planning.
• Managed two direct reports to support employee relations, ethics investigations, recruiting and employee transactions globally representing approximately 400 employees.
• Led reduction in force and organizational realignment activities for the Marketing function resulting in the integration of approximately 50 employees from other Business Units and elimination of 25 roles globally.
• Led ongoing change management activities in the U.S. and Europe including new leader assimilation, coat of arms, employee round tables and the Bridges Transition model totaling 22 facilitated sessions.
• Developed and deployed standardized titling approach and change management process for all Marketing employees globally to align consistent nomenclature across newly integrated employee groups.

Dublin, Ireland, IE

• Developed and deployed interim employee engagement survey and corresponding site action plans to drive improved employee engagement and manager effectiveness.
• Conduct quarterly organizational development review and support the plant leadership team with short and long-term strategic talent management initiatives.
• Led team of manufacturing and engineering leaders to standardize and deploy production job descriptions and completed subsequent site-level compensation analysis.
• Led a project team to analyze and revise a plant communication strategy to improve awareness of both the short-term tactics and the long-term vision of the Grand Rapids location.
• Created site-level high potential employee program to proactively address development needs of future managers and improve succession planning.

Columbus, Indiana, US

Columbus, Indiana, US

Columbus, Indiana, US

• Provided strategic and organizational support to four business unit Vice Presidents and global teams by leading organizational development reviews, headcount management, and ongoing succession planning.
• Supported employee relations, ethics investigations, recruiting and employee transactions in Southern Indiana and Brazil through one direct report and one dotted-line report.
• Managed a cross-functional team to diagnose and improve the employee environment across southern Indiana using Six Sigma methodology.
• Led a Six Sigma project with leaders in India, China and the United Kingdom to optimize the HR customer service model and improve global organizational support.

East Lansing, MI, US

• Consulted with small to medium-sized Michigan businesses to develop export solutions with supporting recommendations and research.
• Lead marketing effort to improve utilization of the International Business Center consulting services.
• Published weekly blog entries addressing current international business issues.
• Managed resources and content for globalEDGE, an international business website.
• Provided recommendations on future website enhancements to improve the user experience and content impact.

Columbus, Indiana, US

• Streamlined nonexempt merit increase process for 400 employees resulting in 100% accuracy and increased departmental efficiency.
• Designed and delivered training module for rollout of facility-wide six sigma project.
• Trained 100 employees on current Affirmative Action policies earning 90% or better trainee satisfaction scores, while reducing year-over-year required man-hours by 25%.
• Benchmarked nonexempt employee handbook against local market employers, resulting in improved policies and a more competitive work environment.

Washington D.C., DC, US

• Worked closely with clients in a broad range of industries to assist businesses with identifying and developing global markets.
• Provided consultation to Michigan businesses to develop and implement export market strategies.
• Facilitated efficient and concise communication between the U.S. Foreign Commercial Service offices worldwide and local Michigan businesses.
• Coordinated event planning for business seminars and receptions

Benton Harbor, Michigan, US

• Developed, trained on, and deployed a national sales call model for 180 Sales Representatives calling on Whirlpool Corporation’s #4 trade partner, Best Buy, producing an average increase of 25% productivity in sales.
• Spearheaded a revamp of monthly internal communications using innovative technology, i.e. video podcasts, resulting in a #1 vendor rating for Whirlpool Corporation in Best Buy’s Appliance Department, nationwide.
• Developed an integrated and customizable sales training curriculum system for 180 Sales Representatives, thereby improving in-store effectiveness and enhancing sales management’s visibility to individual employee.
• Created focused, highly-coordinated internal and external sales materials, generating improved in-store merchandising and overall store execution for Whirlpool Corporation at stores nationwide.

Benton Harbor, Michigan, US

• Organized and facilitated skills training sessions to improve field employees' customer service in the Southwest U.S. Region.
• Trained over 1000 associates in the South Pacific East Region during the Fall Roadshow where the meetings conducted had over 50 participants per session.
• Developed and executed mentoring sessions with Heritage Maytag employees to facilitate a smooth transition into the new Whirlpool Corporation.

Benton Harbor, Michigan, US

• Performed small group product training in English and Spanish
• Completed monthly sales calls to National Accounts to increase same-store sales
• Trained associates for national product launches
• Identified and realized in-store sales of $1.1 million.

Mba, Human Resources

Bba, International Business, Marketing

Business