Deborah Bohlig Email & Phone Number

United States

I am responsible for recruiting exceptional talented people to join IDEXX in Sales, Customer Service, Scientists, Administrative and Leadership.

I am responsible for finding great project architects, engineers, and project manager for our key client: Cuhaci & Peterson

Project Manager, Government Programs Medicaid and Medicare at Blue Cross Blue Shield of Minnesota

Cleveland, Oh

Key Clients: Nike, Credit-Suisse, Novartis OTC & Sandoz, Emulex, Rolls Royce, and CobhamPortfolio consists of multiple programs hiring 3500+ employees. Largest program consists of 3000 hires in one region. Lead a team of talent acquisition experts and specialists in support of RPO and Source Cloud activities across the Americas, in a shared services environment. Two teams have been awarded the Quarterly Inspiration Award for exceeding customer expectations.Implemented 7 solutions into the center in one year. Participated in the design of RPO and SourceCloud solutions for new client implementations second half of 2013, including SOW, SLA, Operation Manuals, implementation schedules and technology and resource requirements.Introduced, tracked and reported key SLA metrics: passive candidate submissions, acceptance rate, time to shortlist, interview to offer, cost per offer and hire. Achieved the highest offer per FTE in RPO and Volume across all centers. Forecast resource requirements, deliverables and recharge rates for P & L.Responsible for the team selection, performance evaluation, coaching and development with a key focus on resource management and training and increased profitability.

Virtual

Provide HR outsourcing services to GE Capital, recruiting, placement and retention of talent.Lead a cross functional team of senior recruiters and logistic associates in support of GE Capital RPO contract Responsible for managing, performance evaluation, coaching and development of team, with a key focus on resource management to maintain and increase profitability.Partner with key client Human Resources business leaders and hiring managers to develop strategic talent acquisition vision and strategies Manage high touch point recruiting process to ensure OFCCP compliance, excellent candidate and hiring community experience, while tracking key metrics; time to fill, source of hire, candidate and customer satisfaction, diversity, slate of hire, cost per hire, etc.Recruit for GE’s Experienced Leadership Programs in the Americas and EMEA, globally recognized as the elite program for MBA students with significant experience in New Business and Customer Development

Provide Federal Income Tax compliance for small businesses and self employed.

As the Director Operations Center, a senior manager role, I provided leadership and direction to a team of 50 highly skilled and credentialed team members (exempt and non exempt), charged with managing the daily 24 by 7 flight schedule moving people and cargo safely and efficiently, remaining compliant with the Federal regulations of FAA and DHS, corporate governance, and labor contracts. I partnered and built working relationships with executives, labor leaders, federal government officials, team members, customers and majority investor. As the new Director I was charged with assessing the effectiveness of the organizational unit, and assessing the people and operational strategies. I determined that the operation unit was appropriate for the size and scope of the airline and would support growth; I realigned crew scheduling expanding hours of in person and telephone coverage and increasing the knowledge and contribution of the scheduling members to the operation center. I provided the leadership and development of the management team, developing the managers to become independent thinkers, cross department and division communicators and results oriented individuals. I developed and implemented operational strategy teams combining key leaders of departments, labor leaders, and members of the operations center. These teams were charged with developing strategies to improve customer service during irregular operations. These actions resulted in Aloha Airlines setting an all time company record for on time performance and schedule completion in August 2007, the third highest performance record that any airline has reported to the Department of Transportation. These actions resulted in Aloha Airlines routinely achieving a monthly rating of number 1 or 2 in the key metrics that the Department of Transportation publishes. I managed the implementation of three operational tools.

I began my career with Spherion providing new hire orientations for TSA screeners (now officers), leads and supervisors. I provided training on benefits, compensation, time keeping, new hire expectations and completion of new hire federal paperwork. I partnered with Federal Security Directors, Spherion, andAccenture in order to provide a well coordinated and productive new hire orientation session.In October of 2004 I was selected to join a team of six, co contracting with Accenture to provide Human Resources consulting services. In this role I provided leadership, training and mentoring to TSA Human Resource leaders at field locations throughout the US to successfully transition Human Resource roles and responsibilities from contractors and vendors to TSA Human Resource leaders. Within six months, over 75% of TSA airport locations had successfully and fully assumed ownership for recruiting, interviewing, hiring and on boarding of their airport teams. Additionally I trained and supported the team members that formed TSA HR Services (Accenture) on federal requirements for new hires and built and implemented metrics to measure quality and quantity of new hire processing. I developed and maintained relationships with TSA Airport leadership, TSA HQ leadership, Accenture and Spherion.

As the Human Resources Specialist, located in the Call Center for Target, I was part of the team to implement Target’s revised Total Compensation program. This was a corporate wide initiative to align pay and benefits with the team member’s contributions to the company. I provided information and instruction to Target team members on changes to their compensation package. As the Human Resources Lead, I provided leadership and direction to a small dedicated Call Center team that was responsible for developing a Team Member Service Center for Marshall Field’s employees due to the sale of the department store to Mays. In this role I worked with IT, Marshall Fields and Mays. A portion of Target’s TMSC was cloned and implemented at Marshall Fields, workers compensation was transitioned to Mays HQ and retiree benefits was outsourced.

Recruited, assessed, and hired TSA screeners, leads and supervisors throughout the US meeting the deadline set by Congress. Conducted comprehensive new hire orientations for TSA, provided training on new hire documentation, payroll and timekeeping, new hire expectations, and benefits.

As the Director, a senior manager role, I provided the leadership and direction for Human Capital planning to support the crew requirements for US Airways flights. I developed and implemented Human Capital planning tools to support strategic analysis for short and long range planning, producing trained crew members “just in time”, thus improving manpower utilization, reducing down time and lowering manpower costs and supporting introduction of new aircraft. I partnered with members of Finance and Market Planning on new and additional aircraft and new or increased service. I improved cross department/division communication by leading town hall meetings and facilitating debriefs of irregular operations. Post 9/11/2001, I developed and implemented the reduction in force plan, eliminating the MetroJet operation in two months, and downsizing US Air and Shuttle operations over four months in response to the serious financial issues that the company faced. The reduction in force was compliant with federal regulations and achieved the financial improvements the company sought. In thisrole I provided leadership to a team of 250 at seven locations, one of which was a 24 by 7 operation using call center technology. I was responsible for developing and administering an operating budget of $250 million dollars.

Mba, Business Administration

Ba, Psychology