Cory Franklin, Msir Email & Phone Number

Falls Church, Va, Us

Space Components Division designs and manufactures engineered aerospace and missile defense components across five operating locations. • Partnered with leadership to develop and execute an organizational design strategy that positioned the company for market competitiveness, reduced $3.5M of costs and enhanced capability. Assessed current organization design, determined design criteria and strategic outcomes, formed Value Stream organizational structure, shifted key decision authority and decision-making processes, defined key responsibilities and expected outcomes, aligned rewards, and defined key management and lateral communication process. • Led employee engagement and inclusion strategy. Achieved and maintained engagement and inclusion results consistent with WTW Global High-Performance benchmark.• Developed people plan to close and relocate an operating location; achieved 92% critical talent retention, key business deliverables were met, 90% of employees transferred key knowledge, and reduced $2.5M of separation costs. Proactively identified and fulfilled recruitment needs. • Established and executed cultural change strategy; improved leadership characteristics, up-skilled talent, and changed functional grade mix to achieve sustainable cost reduction. Increased the leadership internal fill rate from 14% to 62% through accelerated readiness plan.• Assigned to merger project, which included integrated an operating site into the division; harmonization of talent processes, policies and practices; led and executed employee and leadership classification and leveling process.• Reduced difficult-to-fill positions time-to-offer from 119 to 69 days and all positions time-to-offer from 63 days to 38 days, by developing visual recruiting standards, addressing early warning signs, and taking immediate and systemic corrective actions.• Reduced key talent turnover from 10% to 5% and high-potential turnover from 15% to 2%.

Integrated Weapons Division designs and manufactures world-leading, domestic and international, medium-caliber gun systems and ammunition across three operating locations.• Addressed 90% of succession and pivotal roles gaps. Improved leadership effectiveness through developed and administered knowledge and competency assessments, multi-rater leadership talent reviews, and accelerated performance improvement and successors readiness through stretch performance expectations, experiential learning, and performance-based coaching. • Developed and executed people plan to reduce significant costs by closing and consolidating a satellite office. • Key project team member that developed and executed people plan to merge two divisions and retain key talent. • Reduced time-to-offer from 52 to 39 days, decreased cost-per-hire from $7,000 to $1,500, and improved quality of hire from 3/5 to 4.3/5.• Increased employee engagement survey results by 5%. Facilitated focus groups and developed and implemented improved talent programs to address key themes, including effective communication on business trends and financial achievements, improved alignment of goals, and frequent quality feedback and development.

The Propulsion and Controls Division designs and manufactures high-performance propulsion, control systems, and hypersonic technology across six operating locations. • Supported significant business growth through the development and implementation of a workforce plan and recruitment strategy. Filled 148 positions in nine months without use of external agencies or temporary HR resources; reduced the time-to-offer from 62 days to 29 days and improved quality-of-hire from 3.1 to 4.4/5. • Obtained significant cost reduction targets through leading seven reductions in force and effectively assessed and managed risks. Improved criteria and goal effectiveness for incentive participants. • Coached and trained executive sponsors and change initiative teams on developing change implementation strategies, applying systems thinking to organizational changes, developing stakeholder analysis, and collaborating on communication and training plans; all projects met objectives.• Strengthened leadership effectiveness and pipeline by coaching leaders and high-potential employees, consulted on development strategy, and facilitated leadership development courses to positively improve job performance.• Implemented college recruiting program and filled 110 intern and 54 new graduate positions over four years.• Promoted positive employee relations through the design and implementation of a meaningful feedback and two-way communication strategy, including business review, town hall meetings, and focus groups.

The Tactical Propulsion and Controls Division designs and manufactures high- and low-volume missile, armament, and composite components at ten operating locations. • Developed and facilitated an executive-level change leadership team to sponsor and achieve enterprise transformation initiatives objectives, which included implementation of a Manufacturing Resource Planning (MRP) system and new technology development. Coached and trained executive sponsors and change initiative teams on change implementation strategies. • Conducted talent reviews, completed succession and pipeline development plans, coached successors and high-potential employees, and facilitated leadership development courses that positively improved performance.

Dulles, Virginia, Us

The Mission Subsystems and Components Division designs and manufactures high- and low-volume missile, armament, composite components, fuzing, and energetic tools in a union facility. • Partnered with HR Director to develop a workforce plan to effectively transfer medium-caliber ammunition business. Retained critical talent and transferred key program knowledge. Developed and executed an accelerated recruitment plan; filled 131 engineering, management, functional support, and operator positions at an acceptance rate of 86% and reduced average time-to-fill from 67 to 34 days. • Significantly increased productivity by coaching management on effective performance goals, increased frequency and effectiveness of feedback, and completed 700 meaningful employee development plans.• Reduced average talent costs and increased diversity hiring by developing and executing a comprehensive college-recruiting program. • Managed union and non-union employee relations, including coaching management on progressive discipline, preparation of grievance responses, leading investigations, and advising managers on performance improvement.• Provided daily guidance, coaching, and direction on priorities to HR team.

Master Of Science (M.S.), Industrial Relations

Bachelor Of Science (B.S.), Business Administration