Cindy Petersen Email and Phone Number

Strategic HR management of six nuclear sites in the Mid-West region overseeing a staff of 22 HR professionals serving over 6000 employees including executive level partnership and support. Project manager and Director over new Centralized Investigations Team for the Enterprise.- Project Management: Managing technical support, change management, training development, and execution as project manager for enterprise-wide HR Analytics platform and Centralized Investigations Department.- Strategy & Workforce Planning: Develop and execute long term strategic workforce planning, executive compensation strategy, human resources strategy and large-scale succession planning systems and processes.- Change Management: Lead change management efforts of enterprise wide redesign of performance management processes and philosophies.- Organization Effectiveness: Served as Organizational Effectiveness (OE) team lead for two consecutive INPO mid-cycle evaluations at the site.

Strategic planning, advice, and counsel of all levels of management, change management, plant closing and transition strategy, labor relations for two union facilities and one union free facility. Access control on construction grounds. - Lean Manufacturing Practices: Organizational design and planning responsibilities through the implementation of lean manufacturing principles through the Honeywell Operating Systems (HOS). - HR Organization Leadership: Led key Human Resource initiatives (external recruiting, strategic workforce planning, employee engagement, employee occupational health, safety, and payroll) required to establish HR best practices to be used within organization. - Post-Acquisition HR Integration: Led integration across multiple entities to ensure alignment and strategy execution to conform to standards set forth by the corporation since acquisition in 2008.- Transition & Knowledge Transfer Management: Global knowledge transfer and transition strategy to include active participation with international site leaders and collaboration on strategy in receiving site for Greenfield site in China.- Six Sigma in HR: Applied lean concepts in the field of HR as Greenbelt Six Sigma Certified HR Professional.- Manpower Planning: Managed organization design around plant closing scheduled for 6/2011 to include creation of labor forecasting tool to stabilize staffing levels out of crisis stage after plant closing announcement.

Strategic planning, change management, partnership, and generalist support of nine facilities in multiple states. - Strategy-Driven Human Resource Management: District awarded “Best HR Metrics in the Northern Plains Region” for FY09 due to specific strategic efforts in the areas of labor management, union avoidance, attrition, legal compliance, associate relations, talent management and leadership development. - Leadership Development Initiatives: Recognized by a Fortune 15 company for creation and implementation of a female leadership development program in Iowa and Minnesota in 2009-2010. - Diversity & Affirmative Action: Constructed diversity strategy resulting in the elimination of affirmative- action programs (AAP) goals for 2 stores and decreased year over year voluntary attrition by 65%.

Primary HR Generalist support, labor relations and consultation for 16 facilities in a three state area including 10 collective bargaining units and 3 non-union facilities. - Safety Management Practices: Developed and executed safety programs to strategically address increase in incident/injury rates through peak seasons. - Workforce Diversity: Long term strategic focus resulting in a 30% increase in minority and female representative workforce. - Training & Development Program: Implemented District Manager training program to enhance development of the organizational leadership.

Recruitment and staffing coordination for the largest employer in the Clinton, IA area. Led an HRIS conversion for three facilities.- Successful conversion of legacy IBM AS400 system of payroll, benefits administration, and HRIS Systems to Peoplesoft Systems.

HR generalist support and supervisory duties over office staff and 4 department heads to include manufacturing schedules, supervisors, payroll, accounts payable/receivable, and general office duties. Fiduciary responsibility for overhead plant wide budget. - Plant Closing Strategy: Developed and implemented plant closing strategy (due to competitor buy-out) by utilizing community resources and various outplacement partnerships. - Plant-Wide Budgeting: Creation and monitoring of plant-wide budget and profits/loss to include 10% reduction in labor costs with zero reductions in workforce labor and reduction of overhead costs by 15%. Efficient process control led to 4% under budget on plant-wide expenditures.