Process owner of performance management, talent reviews, succession planning, and employee engagement, with oversight of global standardization. Focused on optimizing processes, building relationships and partnerships to effectively form teams and lead well-executed projects, and crafting tools and materials to support process utilization and efficacy.

Acted as the interim lead for the College and Intern team, responsible for simultaneously redesigning and implementing the revised hiring process and on-site interviewing event structure. Managed the logistics and day-of administration of large, on-site interview events, ensuring the best possible experience for hundreds of candidates. Established standard Talent Acquisition dashboards to provide daily status updates for salaried and hourly hiring metrics, partnering with HRIS to continuously improve and automate all tracking.

Supported the Executive Vice President and leadership team of the Advanced Development Programs organization as their Talent Partner, consulting on employee potential assessments and executive succession planning. Facilitated Senior Manager, Director, and Vice President talent reviews and advised on succession plans for all Vice President and Director positions across the Aeronautics Company, analyzing the talent data and providing data-driven recommendations. Provided 360 feedback, career coaching, and development planning support for high-potential leaders on the executive career track.

Co-led a global project to redesign the Performance Management process and implement a multi-million dollar global talent excellence cloud-based software to drive increased productivity and process simplicity. Developed communication skills by establishing a new content layout standard for executive level messaging by effectively synthesizing critical information. Crafted the first enterprise-wide people strategy framework, which contained the people implications of the business strategy and served as the foundation for strategic workforce planning. Trained hundreds of leaders on Performance Management and development planning, and created numerous tools to help HRBPs and employees navigate the processes.

Served as the global Performance Management lead, partnering with HR teams across the globe. Refined my forecasting and planning skills with oversight of a $4 million budget for the Global Talent Development COE. Held a dual role as COE member and HRBP, coaching employees and leaders on employee relations and performance management matters, facilitated employee transactions through SAP and other processes, and resolved employee issues for the Communications corporate vice president and global team and the Networks Finance Corporate Vice President and North America team.HR EARLY CAREER ROTATION PROGRAMHR BUSINESS PARTNER; November 2009 – July 2010• Provided comprehensive HR support on policies and procedures, performance management, HR systems troubleshooting, intern program management, and global restructuring dispositioning for five client groups (~800 employees) OE/OD/PERFORMANCE MANAGEMENT; February 2009 – October 2009• Executed a global change readiness assessment, co-authored change management planning materials, and designed a website to drive understanding and adoption of transformational changes for HR Reinvention, a function-wide restructuring initiative• Enhanced the employee engagement model and developed a global toolkit to assist managers and HR business partners in action planning based on survey results LEARNING AND DEVELOPMENT; June 2008 – January 2009• Authored instructor-led and e-learning training materials that introduced a methodology to enhance knowledge management and innovation• Created podcasts and videocasts for various initiatives to promote efficient and effective delivery of learning content