Provide consultative support and partnership to staff and leadership at BID Milton on all human capital matters in partnership with Beth Israel Lahey Health Centers of Excellence. Key areas of focus include employee engagement and retention, performance management, talent acquisition, workforce development, diversity, equity and inclusion and change management.

I was thrilled to assume the role of heading up the HR function at BID Milton on a permanent basis.

Upon the retirement of the head of Human Resources I was asked to step in to lead the Human Resources function on an interim basis. It was a wonderful opportunity to support great colleagues at BID-Milton and BI-Lahey in an expanded capacity.

Hired into a brand new role; charged with defining, designing, delivering and evaluating organizational learning and engagement initiatives to align with BID-Milton’s mission and goals. Role expanded in 2019 to include a focus on talent recruitment/retention.Some key accomplishments:• Developing the framework and curriculum for the "BID-Milton Leadership Academy" to enhance the knowledge and skills of BID-Milton leaders especially as relates to performance management, engagement, communication and change. Facilitate interactive training sessions for mid-level and senior managers; provide coaching to support transfer of learning to the job.• Creating a leadership talent assessment process to support planning/development efforts.• Launching the Press Ganey Employee Engagement Survey achieving high levels of participation four years in a row; 15 -20% higher than the average in Press Ganey's extensive data base of client organizations. Instrumental in helping to move the needle on engagement via coaching and training for leaders and staff ambassadors. Consult with senior leadership on developing and implementing strategies to enhance the employee experience. •Partnering with senior leadership to create strategies to enhance the Patient Experience; provide service excellence training and coach project improvement work group leaders.• Collaborating with organizational leaders to enhance and refresh the New Employee Orientation and on-boarding process. •Serving as chairperson of the organizational Cultural Competence Steering Committee; provide targeted learning opportunities including leading a Cultural Competency Book Club.•Leading an interdisciplinary committee focused on recognition; support and promote participation in programs designed to recognize commendable individual and team performance. •Supporting recruitment/retention; organized job fair and events to enable current staff to share feedback with our President.

Led a team charged with planning and managing the development and implementation of initiatives to support key business objectives related to employee engagement and talent development. Key accomplishments include:•Driving employee engagement by leading survey and response efforts. She collaborated with the senior leadership team and work unit leaders to create and implement impactful action plans which resulted in yearly increases in survey participation and overall commitment scores. •Building a customized Management Development Program. This included identifying key competencies, designing and developing curriculum and ensuring transfer of knowledge to the job by incorporating a learning action component. Curriculum helped to ensure consistency in fundamental management practices organization wide.•Launching the medical center’s first Employee Resource Groups to support diversity, inclusion, and engagement efforts. Six groups were successfully launched within a six month period and Cheryl provided on-going coaching and mentoring to these groups and their leaders.•Collaborating with a cross functional team of leaders to create new performance appraisal parameters to better differentiate and assess performance and developing and managing the training roll out to 400 leaders.

Led a geographically dispersed leadership and organizational development team of nine charged with designing and implementing initiatives to impact engagement and retention in six states. Key accomplishments include:•Launching the award winning Sovereign Bank Mentoring program matching close to 100 protégés and mentors in less than a year thereby enhancing access to career development guidance.•Serving as Chairperson of the Sovereign Bank Learning Council providing consistency and resources to decentralized learning and development professionals across the enterprise.•Partnering with a leading vendor to create a leadership success profile used to identify high potential leaders which served as a foundation for talent review, 360 assessment, succession planning, and individual development plans.•Developing a suite of programs for leaders providing baseline knowledge and skills to influence their ability to lead.•Introducing and facilitating workshops focused on creating greater accountability and ownership for key results by utilizing an structured approach for problem resolution.

Key accomplishments include:•Conducting structured coaching sessions with leaders throughout New England and the Mid-Atlantic states to diagnose strategies, identify talents and build strengths ensuring enhanced team dynamics and goal achievement.•Becoming trained as Leadership Forum Moderator by the The Evans Group, and then leading a group of ten mid-level executives in the forum process modeled after the Young Presidents Organization. The group explored opinions and experiences on a variety of leadership issues resulting in enhanced personal and professional growth for all. •Assisting in the design, implementation and delivery of the "Pathways to Success" leadership development program.