HR Data ManagementLead the transformation of a data management team from a back-office team solely processing transactions to a key stakeholder on any project impacting employee data, employee programs, or HCM UI. Individual development and career advancement were a key focus for the team, in 2021 four people from the ten-person team leveraged their new skillsets for career advancement into new roles at VMware. HR Record & Information ManagementCreated a team dedicated to HR Record and Information management putting formal processes and practices in place for proper data labeling, storage, and disposal. The work and team were transferred out of the Data Management team, creating a new team of three specialists without increasing cost/run rate. The team’s consolidation efforts and collaboration with other COE’s is ensuring compliance with company policy and local regulatory requirements. HR Service Center LeadI played the role of the tower lead representing all HR stakeholders and admin overseeing the service catalog and routing rules for the implementation of a service management solution and knowledge base. After the initial roll out the decision was made to simplify the UI and a new version was rolled out, in the end, a new platform was deemed necessary, and a third implementation was necessary. I was also the trainer, delivering training in-person in AMER, EMEA, and APJ to team members and some of whom had never used a service management system or knowledge base. This was a new approach to enable the HR support teams to scale and continue to be able to meet the increasing support needs. Global Process Owner, Program LeadDeveloped a knowledge base and tracking system tools for a group of global process owners to collaborate, organize requests, and prioritize work. Partnered cross-functionally with IT, HRIS, Data Management, Regional HR Services, Centralized HR Services, and our HR Service center to prioritize projects and allocate resources.

In addition to my HR leadership role I served as a co-lead of a POD (Power of Difference) Community a.k.a. BRG, for the US Central region and represented VMware as one of the coordinators of a network of BRG’s of roughly ten tech companies in central Texas. Collaborated with other local leads to host events bringing awareness to the importance of Diversity, Equity, and Inclusion in the workplace and how each employee can contribute. Hosted at VMware’s Cork Ireland office to participate in a panel discussion on allyship and intersectionality.

Initially I was asked to join the M&A team to apply structure to the acquisition process for HR. I started in this role as the business was making some significant moves including the Pivotal divestiture and Nicira acquisition, at that time they were the largest divestiture and acquisition VMware had made. I worked closely with the Integration Management Office to integrate the acquired company and employees into VMware with as little disruption to the business as possible. I decentralized work to better align tasks to the appropriate COE’s creating a significantly better employee experience, reducing risk and potential errors in critical tasks such as offer letter generation, compensation mapping, and equity allocations.

VMware was implementing Workday and a new applicant tracking system when I joined as the HR Reporting and Analytics manager. The team was already in place, but the systems and tools were new as well as the requests and expectations of the organization. We were not only developing new reporting requirements and governance models we needed to educate stakeholders on the new system and data structure. In the absence of an enterprise data warehouse and interface to visualize data the team played a critical role in supporting the business during annual programs. Providing data and reports in a consumable and easy-to-use format for business leaders to use in collaboration sessions for performance, talent, and equity reviews.

A former director from CSC had started their own consulting company and recruited me to lead the Business Process Optimization practice that was aimed at optimizing service center operations. A small team and I would analyze KPI’s and metrics for clients and make recommendations on areas for improvement. Specifically focusing on problem management, incident management, knowledge management, and self-service opportunities. It was a small company, and we all wore multiple hats, so I serviced as sales support also, attending trade shows with the sales team and frequently delivering the final analysis and recommendation to potential clients. When we signed a federal contract to convert a nutrition program from outdated paper vouchers to electronic banking, I was asked to join that team as the project manager.

After multiple business owners had asked me for support in different areas requiring technical expertise, I realized there was a unique opportunity for me to fill a need. I started my own consulting company to provide support to local business owners with a variety of needs such as implementing point of sale software, e-commerce, wifi installations, workforce planning, productivity analysis, and more. I assisted with RFP’s, overseeing the implementation of technical solutions and web presence. It was a great opportunity to be an entrepreneur and help other small business owners grow their businesses and create a better customer service experience.

I started at CSC as a technical support agent and moved into a team lead role that led me to manage projects for that center. After demonstrating my ability to derive insights from data sets for workforce planning and staffing according to demand I joined a team that focused solely on new business. I was part of the team that transitioned newly outsourced call centers to a CSC facility in strategic locations. That included analyzing the workforce needs, call volume trends and staffing requirements for both the transition period and steady-state. Ready for a change the central region director asked me to join their team and provide analysis on two underperforming teams. Within 6 months I had both teams making their SLAs and KPI’s by implementing some process improvements and staffing adjustments. With that complete Sr. leadership asked me to set up a scalable model to monitor and provide workforce management for all centers in the central region. After a few weeks we were set up and functional with a team of analysts overseeing real-time stats and providing forecasting to center managers ensuring all teams were meeting their SLA’s.