David B. Warr, Email and Phone Number

HR Consulting, Coach HR and organization leaders, advise on business transformations, nonprofit and community development, talent management, design business-focused management systems.

• Raised student test scores from among the lowest in the school district to having nearly all classes meet or exceed the school district’s average.

Highlights from some client engagements.Call center HR Manager, business processing outsourcing. 300 employee facility.• Advisor to the Leadership Team on policy, workforce planning and employee relations. • High volume recruitment. Redesigned recruiting processes resulting in a reduction of time to hire and improving the quality of applicants. • Workforce planning, reduced turnover of technical staff by 50% and eliminated service penalties by $100K+ a year• Implemented revised performance evaluation process. Trained supervisors and achieved the targeted 20% reduction in staff – all through performance management • Employee Relations – investigations and supervisor training• HR generalist dutiesInternational College of Dentists Nationwide professional association with over 1500 dentists, supporting humanitarian dental aid in third-world countries and excellence in the U.S dental profession.• Designed and trained the Executive Team and the Board of Directors on a new nationwide nondiscrimination Member Code of Conduct Policy. • Revised organization core values. • Employee Relations• Executive recruitment.Boy Scouts of America, Great Salt Lake Council Leadership. Serving over 72,000 youth, 32,000 adult leaders. Largest regional scouting organization in U.S• Executive leadership coaching, and Board of Director consulting/training• Designed and facilitated long-term strategic planning process, repositioning the organization for success.

Electrical generation business consisting of 1600 employees: technical professionals, unionized manufacturing employees; over 50 locations across five states. • Member of PacifiCorp's Generation Business Unit Executive Leadership Team, Member of Corporate HR Executive Leadership Team, and Scottish Power's Global HR Leadership Team.• Directed the design of workforce realignment, resulting in the job redesign of involving the daily work of 1300 employees.• This large-scale process redesign project and I led the subsequent organization-wide job analysis and classification study.• I developed a workforce planning /forecasting tools. My forecasting analysis identified a pressing deficiency in legally certified plant operators. There was not sufficient time to complete the necessary training and prevent the shut down of several electrical plants. • I resolved the forecasted staffing deficiencies by accelerating the operator certification training by investing in a new, on-line training system. • Co-led a corporate-wide organization design team that created a new talent management system. These new processes would identify, develop and incentivize: high potential employees, key corporate managers and critical strategic technical professionals. • I recommended the creation of a corporate organizational development function with oversight of corporate succession planning and other new talent management programs• Created the business unit's first HR department, created the HR strategic plan and hired and trained the HR staff. • Conducted a review of the corporate training function. My analysis led to an immediate fixed cost saving of $1M year. • Restructured corporate training function, realigned to support the new talent management process. • Recognized as Top 25 Training Programs by Training Magazine

Head Office, Information Technologies, Pharmaceutical Manufacturing 600 employee base• Led the creation of a manufacturing strategic plan which resulted in an operational turnaround and the manufacturing facility being recognized as the corporation's ``premier global manufacturing facility.• Led the organization analysis and strategic realignment of enterprise-wide information technology business processes.• Reduced to near zero disruptions of IT services, system outages that had previously been business impactful throughout the organization• Within the North American Manufacturing Sector, assessed the business effectiveness and then designed performance competencies, bonus and merit-based compensation plans to address operational issues within hourly, information technology, engineering and supervisory staff• Assessed operational impact and successfully transitioned manufacturing hourly workforce from 5-day, 8-hour schedule to rotating 7-day, 24-hour schedule. Improved manufacturing cycle time 20%, eliminated product deviations 62%, improved productivity 13% and decreased overtime 50%. • Designed competency-based performance models that resolved multi-million dollar losses due to unacceptable quality performance and lack of technical skills.• Created pre-employment technical hourly talent pools - consisting of qualified, ``ready-now'' candidates - with a significant improvement in quality of hires and shortening of the time-to-hire.• Assessed the need business impact of problems in technical staff retention, and acquisition of ``top talent'' professional candidates within the engineering, quality and IT technical skill pools• Labor Relations Manager at Spanish-speaking Puerto Rico manufacturing facilityDeveloped labor negotiations strategy and created the economic proposal – redesigned hourly and staff compensation and benefits plans.

HR/LR functions at two chemical manufacturing plants with 240 union and 40 non-union employees• Labor contract administration, grievance resolutions, Strike resolution.• Decreased grievances by 97% within first two years, despite numerous performance-based terminations.• Implemented new employment and staffing processes, including pre-employment predictive testing and supervisory skills assessments• Compensation design for exempt, nonexempt and hourly employees. Merit and bonus programs• Led successful strike resolution with favorable impact to plant's financial objectives• Culture change initiative transitioning union plant from an adversarial work environment to a collaborative union/management relationship• Implementation of union- management leadership training, union/management problem solving teams and the transition of hourly union employees to a team-based workforce• Implementation of a multi-craft maintenance program and the successful implementation of a union-employee individual bonus recognition program• Led the creation of bilingual community outreach programs, building trust between this sulfuric acid and liquid hazardous waste facility and the surrounding Spanish-speaking Houston community

• Recognized expertise as a Strategic HR Business Partner, developing innovative human capital management solutions through business analysis, compensation design, talent management, business process redesign, organization development, and change management.• Assignments included chemical plant, credit card and customer service call center, head office as a strategic business partner and compensation consultant for over half of Shell’s workforce.