Diana Rumschlag Email & Phone Number

Fremont, Oh

Walbridge, Oh

Identified line employee low morale based on a perception of favoritism by the supervisory staff. Conducted Supervisor training sessions by outside trainers. The training increased morale based on input from focus groups and is still being utilized and expanded to other facilities over the past two years.Morale was low in the facility based on survey. Focus groups were created with employees and facilitated by managers, focusing on lowest scores. Groups provided feedback for improvement. Creation of focus groups improved morale by being an active part of the solution, and saw that supervisors were listening to them.Open enrollment was disorganized. Had all information put into personalized folders with employee’s names. Forms that needed returned were marked for employees. Process was simplified, providing quicker meetings for employees.The work of the Environmental, Health and Safety area was backed up due to illness and employee vacations. Identified the need for cross training to improve work flow. Implementing cross training prevented further backups and improved employee morale.

Tiffin, Oh

First HR Manager with four facilities in four states. Gathered pertinent data from all facilities. Standardized files, hiring process and onboarding, updated policies and procedures so they were similar for all four facilities. This resulted in uniform information for plant managers and HR. Not challenging unemployment claims caused higher tax rates. Engaged an unemployment claims vendor to reduce unemployment payout, which lowered tax rates resulting in savings to the Company.Appraisal processes had rarely been used and there was a need to customize the appraisal process based on job category. Managers were trained on the forms and how to give fair reviews to their subordinates. Supervisors found the training useful, and employees liked having an appraisal so they knew their strengths and areas they needed to focus on to be a top performer.

Bowling Green, Oh

As vendor contracts expired, audited and negotiated with multiple vendors. The best pricing was achieved, and we were able to keep trusted vendors without interrupted service while producing a savings for the business.Evolving business conditions required changing software platforms. Evaluated internal needs, available systems, cost and compatibility with existing systems to determine the optimal system to select. The user-friendly system chosen was well received by employees and customers equally reducing time required to process payroll and vacations.Created specialized management training such as FMLA by utilizing experience in human resources, legal updates, safety, and leadership training that provided legal implications and created a more informed supervisory workforce. Periodic 401K Review involved five providers. Through comparison-shopping negotiated a package with more plans, better fee structures, and high performance over both the short and long-term.Identified, wrote and won a BWC grant for $21,000 that funded equipment improvements reducing repetitive motion activities and resulting in fewer injuries to workers, and also implemented an effective BWC Drug Free Work Place Program.Conducted a Health/Benefit Fair and wellness programs that included providers for medical, dental, Aflac, Fidelity, Urgent Care, financial advice, and local fresh produce vendors. Employees found value in the information they were able to attain at the event. Responsible for 401(k) transmittal, including Non-Discrimination and 5500 reports. First line for BWC and unemployment hearings, and necessary documentation.Maintained Insurance/benefit administration, COBRA, FMLA.