Bryon Peterson Email and Phone Number

Founder of co-sourcing human resources business with a focus on management consulting, long term organizational planning, workforce development, and recruiting. Within these four practice areas HR Group International, Inc. has worked with over 175 public and private businesses ranging in size from 10 to 10,000 employees. We provide human resources services that improve organizational performance and efficiency. Unlike traditional HR services we offer a flexible approach to meeting client needs. Our services are both tactical and strategic. Our strengths are Assessment and Diagnosis, Leadership Development, Succession Planning, Team Facilitation, Training, Performance Planning and Development and Risk Management, as related to mergers, acquisitions, and franchising.

Assigned to leverage the talent pool and staffing needs of three distinctive, downtown Marriott properties to achieve greater recruiting efficiencies and professional development opportunities for high potential staff. Directed 13 staff members while continuing to provide leadership at the premier downtown property.Developed and launched a biannual event for 30 area staffing organizations that improved referrals.Centralized management recognition events across properties to build relationships and openness to cross-divisional employment opportunities.Lodging Director of Human Resources (continued)Developed a management training and transfer matrix to align skill sets with current and emerging employment opportunities at all sites.Eliminated over $100,000 a year in staffing overhead and over $250,000 a year in transition costs for importing management talent.

Championed the development and implementation of a company-wide vision to give associates support, respect, and a voice in creating a positive company culture.Achieved a 31% reduction in turnover and 6% increase in associate satisfaction.Brought the region into compliance with federally mandated affirmative action requirements.Reviewed complex terminations to assure due process and reduce wrongful discharge litigation.Instituted 24 hours of quarterly in-house, "distance learning" training on staffing and policy issues.Developed a reporting infrastructure and travel schedule to ensure business unit compliance with corporate policy and diverse local, state, and federal laws and regulations.Drafted a national salary guideline, advocated for win/win union negotiations, and conducted sensitive human resource investigations.; Recruited into accelerated management training program and assigned to flagship properties to elevate the quality of service and talent, control costs and liability, and partner with executive teams to achieve business and culture objectives across a diverse, bilingual workforce.

Assigned to strengthen and expand a national staffing initiative to centralize recruiting across property brands in major markets. Responsible for capturing costs and service metrics, beta-testing local recruiting strategies, selling the concept in targeted national markets, and creating effective training programs for site leadership. Managed four directors and reported to Senior Vice President of Operations.Expanded the model to six national sites over a 13-month period, creating a business and staffing model to support an accelerated 30-site expansion plan.Assessed profit and loss potential in relationship to percentage of metropolitan area recruiting activity released to each staffing center.

Recruited to provide comprehensive human resource leadership to the seventh largest revenue producer ($85 million per year) in the Marriott Corporation. Re-engineered the function to improve services, retention, compliance, and community relations while introducing programs to meet and expand workforce diversity initiatives. Directed 10 professional and support staff, serving 1,000 employees, 30% for whom English was a second language. Managed a $500,000 budget and served on executive team, reporting to both; Avoided a work stoppage on two major hotel renovations (using non-union labor) by managing union picketing, shift leadership, and negotiating future union concessions.Created a 40-hour/year management-training requirement for 130 managers, which was instrumental in achieving an annual turnover rate of 28% when the corporate average was 55%.Involved 150 hotel staff in adopting a low-income housing complex as a service outreach. Efforts improved residents' quality of life and won Marriott recognition as the #1 regional program.Restructured a college internship program into a management development opportunity for college graduates resulting in 40 new managers, 60% of whom were exported to Marriott sites.Designed and wrote an on-line employee orientation program that expedited 250 new hires a year.Achieved full ADA compliance within six months through department level training in English and Spanish.Introduced a proactive training program for adults with disabilities, incorporating 50 program graduates into the workforce over a period of four years.

Routinely promoted to positions of increasing responsibility, from a hotel with 150 associates and 251 suites to a senior level executive in a 1,172-room hotel with 1,000 associates.

826 Seattle is a nonprofit writing center that helps students, ages 6-18, develop their creative and expository writing skills. We are dedicated to providing students with access to writing workshops, publishing projects, and one-on-one help with homework and English language learning. All free of charge.

Board MemberCasa Latina is dedicated to empowering Latin immigrants through educational and economic opportunities, helping many immigrants learn the skills and get the jobs that they need to lift themselves and their families out of poverty.

Recruited to standardize practices, reduce risk, and improve performance in a rapidly changing post acquisition environment involving 43 properties and 10,000 employees. I provided strategic and tactical leadership in the midst of five corporate wide functional reorganizations. Managed and mentored four area human resource directors and reported to

Designed and facilitated training modules for supervisory development. Training module subjects included managing, and motivating employees, and ESL (English as a Second Language)