Howard Marcus Email & Phone Number

Greater New York City Area

HRM Leadership Advisors is a talent management and HR consultancy.

Parsippany, New Jersey

Right Management (www.right.com) is the talent and career management expert within Manpower Group, the global leader in innovated workforce solutions. Right Management has over 30 years’ experience in the broadest range of client solutions, large and small, and helps clients win in the changing world of work by designing and executing workforce solutions that align talent strategy with business strategy. Right Management helps organizations build leadership capability, retain valued talent and increase the strength of their talent pool, while improving the effectiveness of their workforce. Right Management has grown to more than 300 service locations in over 50 countries worldwide, and today serves 80% of the Fortune 500 and 50% of the Fortune 1000 companies by helping them to grow talent, reduce costs, accelerate performance and achieve their business goals

Greater New York City Area

Ampersand Leadership Group is a full service leadership and organizational assessment/development consultancy with a focus on C Suite Executives in both Private Equity and Public Companies. We support CEOs, investors, organizational leaders, and Boards in selecting, developing, and aligning top talent to drive growth and investor returns.

Greater New York City Area

Greater New York City Area

Led the global professional and leadership development functions.

Recruited in 1998 to build a new capability within the global HR organization.Responsible for corporation-wide talent management, leadership development and learning. Accountable for management and employee development, the Management (MBA) Development Program, leadership succession planning, performance management, Business Process Management Training and Leader Development, organizational consulting and executive coaching. Also directed the HR generalist support to the international business units. Reported to Corporation’s senior HR executive.1998 – 2004: Built OD/Learning function, implemented succession and performance management, leadership development, created learning culture, established international HR teams in Asia, Europe and Latin America. 2004 – 2011: Designed and implemented systematic talent pipeline development processes, leadership development strategy, talent assessment and feedback, digital innovation, diversity and inclusion, focused international HR teams on business growth and talent management. 2011 – 2013: HR transformation, enterprise change management, led new global Talent Development and Insights & Analytics COE’s with focus on metrics, data-driven decision making, human capital plan and outcomes, business-focused learning, development, career management, assessment and mentoring.  Led, in partnership with line business leaders, the design and implementation of new Integrated Talent Management strategy, process, tools and metrics.  Designed and launched a new comprehensive leadership development strategy.  Re-designed global talent planning process focused on outcomes and alignment with business strategy.  Designed and launched innovative talent development programs, e.g. Accelerated Development Group, Digital Innovation Curriculum, Leadership Transitions, Management Development Program (MBAs).  Designed and implemented first global management development curriculum.

I was recruited to lead the HR function at this newly-formed public company. I was responsible for re-building Human Resources strategy, function, policy, and services aimed at achieving a turnaround of this diversified family entertainment company. Reported to the CEO and the EVP/CFO.• Set HR agenda and strategy for the corporation.• Designed and implemented new executive and management compensation programs including annual cash incentive and stock option plans. Re-designed Board of Directors’ compensation. Introduced a new stock option plan for all non-incentive eligible employees.• Designed and implemented a unique stock option plan for senior executives that saved the corporation $3.5 million in short-term bonus payments and aligned management and shareholder interests. • Established professional recruiting process in NY headquarters. Managed successful search for head of sales and retail marketing and head of corporate communications.• Re-designed 401k plan, performed a comprehensive review of all employee benefits, and designed a supplemental executive retirement plan (SERP).• Recruited new HR/Office Services team. Upgraded all office management and security services.• Implemented a headcount management process integrated with restructuring plans.• Developed and implemented “Employee Engagement and Retention” strategy.• Provided executive coaching and team development to business leaders.

I was recruited to KPMG specifically to lead the re-engineering of the firm's Human Capital strategy, platform and operations. I was responsible for leading the Human Resources function in the U.S. Reported to the Chairman and the Deputy Chairman/Chief Operating Officer.• Led multi-functional task force of business leaders in re-defining the Firm’s “People Strategy” (Future Directions II).• Designed and implemented new national programs in recruiting, orientation, performance management, career development, training, and partner development.• Led a complete re-engineering of the Human Resources function. Established the HR generalist role dedicated to Lines of Business. Designed HR Shared Service organization for transactional service delivery. Raised level of professional HR service while cutting $3 million in costs.• Served as North American representative to the KPMG International HR Council, bringing HR management and leadership principles to other practices around the world.• Implemented Internet-based recruiting and employee referral programs that saved $200k in recruiting costs in six months and increased the quality of new hires.• Re-designed partner selection process and new-partner orientation program.• Implemented national strategic coaching program with top 100 executives and management teams.

After the merger between two D&B divisions (IMS International and A.C. Nielsen), I was asked to lead all global Leadership Development, Management Resource Planning, and Organization Development activities for newly combined businesses. Coordinated major change initiatives, re-engineering, and team and organizational effectiveness. Reported to the Senior Vice President of Human Resources.• Managed implementation of “Workout” process resulting in significant cost reduction and major enhancements in work flow, product development, operations, and sales and marketing following significant downsizing.• Designed and delivered Leadership Development programs to over 500 international senior managers.• Designed and implemented new Management Resource Planning system for effectively managing global talent.• Led Human Resource initiatives in European synergy projects (Shared Transaction Services, Data Center consolidations, and real estate co-location). Resulted in cost savings, workforce reduction, and operational efficiencies.• Provided executive coaching and team development to leaders of new international businesses.

I was recruited to IMS, a division of Dun and Bradstreet, and was asked to take charge of the Human Resources functions of both IMS International and IMS America, two of the fastest growing business segments within D&B. Responsible for all Human Resource activities in a D&B company specializing in marketing information services for the pharmaceutical industry. Reported to the CEO.• Designed and implemented new Total Performance Management process integrating performance management, succession planning, and career development.• Facilitated corporate vision and strategy formulation.• Redesigned compensation and benefits strategies to more effectively reward all employees and meet financial targets. • Recruited new executive talent to key positions.• Led Total Quality Management process that resulted in cost savings, increased product and service quality, and higher levels of employee and customer satisfaction.

I joined Rorer Group in 1987 after making a career transition from public and private Education/Psychology. Originally hired as a management trainer, I was fortunate to hold positions in talent acquisition, talent development, and as an HR generalist. I was promoted several times during my five year tenure, and was eventually invited to complete a two-year expatriate assignment in Paris, France following the merger between Rorer and Rhone-Poulenc. Paris, France: Responsible for global Human Resource Planning, Career Development, Performance Management, and Expatriation and Relocation strategies.Responsible for implementation of new performance management, career development, human resource planning system. Managed the development of first post-merger human resource plans. Designed and managed system of internal search for key open management positions. Department Director, Human ResourcesRhone-Poulenc Rorer Central Research, King of Prussia, PAHR generalist for the US Discovery Research, Pharmaceutical Development, Process R&D, and Drug Safety organizations (800 employees), with a staff of 3. Member of merger task force that designed new integrated performance and career development system.

Ba, Psychology

Ms, Psychological Services In Education

Ph.D., Education/ Professional Psychology