Deborah Tucker Email and Phone Number

Reporting to the Executive Director, serves as key member of the executive team. Plays leadership role in managing all human resource (HR) functions for Stanford Blood Center, including employment, compensation, employee relations, leave management, performance management, engagement and development. Provides information and guidance on all HR matters and proactively resolves issues. Ensures department compliance with all policies, as well as with all applicable governmental regulations.

Reported to the Director of Finance and Administration, served as key member of the DFA’s staff. Played a leadership role in managing all human resource (HR) functions for the Department of Pathology and the Stanford Blood Center, including employment, compensation, employee relations, leave management, performance management. Provided information and guidance on all HR matters and proactively resolved issues. Ensured department compliance with all University and School of Medicine policies, as well as with all applicable governmental regulations.

Served as first point of contact for all human resource (HR) issues for the Blood Center, including employment, compensation, employee relations, leave management, and new staff orientation. Served as primary resource on HR policies and procedures, communicating and interpreting University and department policies and government laws or regulations to department managers, supervisors and employees, ensuring compliance. Worked with managers, supervisors and School of Medicine Human Resources Group (HRG) to investigate, analyze and resolve personnel issues, implementing corrective disciplinary action as necessary. Acted as lead systems expert within department for human resources management system (PeopleSoft) and time/leave administration system, initiating and/or approving transactions, including hires, transfers, terminations, salary changes, off-cycle checks, etc. Used reports to analyze and identify problems and trends; initiates corrections and/or makes recommendations for staffing solutions as necessary. Collaborated with Blood Center managers and supervisors and HRG to accurately describe new or existing jobs. Managed new employee orientation process, including orientation of new supervisory staff . Identified training needs, and implemented programs to meet those needs. Managed the department’s hiring process; in conjunction with hiring supervisors, developed search strategies, screened resumes, drafted search documentation for open positions. Acted as liaison between employees, supervisors, Benefits, Payroll, insurance vendors, and Risk Management to manage employee leaves of absence and help resolve leave issues. Worked with supervisor, HRG, and department managers and supervisors to establish mid-year increases and/or bonuses as appropriate and managed annual salary-setting and performance appraisal process.

Responsible for the acquisition of exempt talent for the entire company and non-exempt for headquarters; training of all exempt and non-exempt employees (approx. 20,000); human resources support for all headquarters employees; and organizational development activities to support retention and ongoing employee career development through succession planning. Managed a team of up to 27 direct/indirect reports, interfaced regularly with VP level and above. In charge of the shut down of the company from an HR perspective (communications, layoff of all employees, closure of benefit plans, etc.).

Provided recruitment, human resources, employee relations, compensation, standard and ad hoc reporting, guidance and budgetary support to finance, information technology, legal, and human resources client groups. Met regularly with Director and VP levels to develop strategies that supported the business needs.

Responsible for ensuring the effective and efficient training support of all store, distribution, and headquarter employees (approx. 25,000). Responsibilities included learner and learning environment assessment, determination of appropriate training solution or performance intervention, development and delivery of solution(s), and change management activities to support ongoing changes in the organization.