Jason Stout Email and Phone Number

 Direct oversight of all aspects of Human Resources for Hospital and Research Center with over 2,600 employees. Implementation of COVID-19 safety and compliance measures for Hospital Incident Command Structure (HICS).  Re-design of Hospital Human Resources policies to improve maintenance and compliance of policy manual.  Process improvements in onboarding, records retention, compensation practices, and leave management.  Contract negotiations and process implementation for HR service providers supporting Hospital operations.  Collective bargaining team for union contracts (8) representing over 80% of the total workforce.  Management of Diversity, Equity, and Inclusion (DEI) program and development of first action plan approved by the Board of DirectorKey Accomplishments:  COVID-19 Workforce Resiliency Taskforce lead. Rapidly implemented updated policies, leave programs, guidelines, and manager resources during national disaster response.  Reduced time to hire by 50% through improvements HR processes and manager training.

- Lead cross functional process improvement and strategic planning efforts, applying Lean principals. - Represent UCSF Health and Campus human resources departments in the development of strategic partnerships with outside organizations. - Partner with HR Leaders to provide consultation on new and emerging HR needs within a specific HR organization as needed. - Partner with multiple campus organizations to integrate process improvement efforts throughout the value stream consistent with Lean principles.- Develop key performance indicators (KPIs) that provide clear insight on progress toward organizational goals and strategic priorities. - Develop and manage HR Technology governance strategies. Support HR system owners to ensure that vendors and internal service providers meet Medical Center and Campus technology needs.

 Worked as a member of the HR design and implementation teams on the campus wide reorganization of the HR service delivery. The new HR organization consists of over 170 HR professionals and is organized into 5 HR Service Center.  Lead all aspects of HR staff process design for the UCSF human resources organization.  Lead team of 23 HR professionals (Service Center C) in the support of all aspects of HR service for multiple large organizations including over 4500 employees including faculty and staff.  Worked with senior leaders to design custom human capital plans to meet unique business needs. Key Accomplishments: On time and on budget go-live.  Highest overall customer satisfaction scores out of five UCSF HR service centers.

 Designed all aspects of HR shared services model for FAS in collaboration with key customer representatives and FAS leadership.  Developed HR governance structure and managed ongoing customer engagement to ensure excellence in terms of cost, quality, and service.  Lead team of 10 HR professionals (Business Partners and HR Generalists) in the support of all aspects of HR service for a large and complex organization including 2000 employees, 14 unique business lines, and 6 different collective bargaining agreements.  Developed and maintained costing model, budget, and negotiate all terms of support services for a $1.4 million dollar HR department. Key Accomplishments: On time and on budget go-live of HR service center resulting in ongoing operational savings greater than $400K/annum for FAS.  Developed procedures, workflow maps, roles & responsibilities documentation, service level agreement, and service center website that have been largely adopted as the foundation for the campus wide HR model.

Work with Executive leaders and Non-profit board chairs to develop overall plan for Taproot service grants. Recruit and manage volunteer consultant teams comprised of industry leaders with a passion for pro bono work. Provide high-level guidance and coaching to clients and team members and ensure high-quality outcomes.

Effectively direct team of four HR generalists who are in charge of supporting all aspects of human resources for five unique business units within the Campus Life Services umbrella Supervise and administer leadership development, supervisor certification, and unit-specific training program development Work closely with CLS Finance to develop detailed HRIS for automation of procedures and enhancement of reportingKey Accomplishments: Successfully oversaw the development of multi-year strategic plan for alignment of CLS HR's strategic objectives including organizational goals Established and ensured accuracy of affirmative action plans which achieved best practice awards in each of the past 4 years Planned the conversion of all department timekeeping from paper-based systems to a web-based system Spearheaded efforts toward the CLS HR customer satisfaction scores from 3.73 / 5.0 in 2005 to 4.23 / 5.0 in

CHANGE MANAGEMENT TEAM 2009-PRESENT Efficiently support management and implementation of change management procedures and tools for campus wide conversion to HBS timekeeping system Evaluate campus-wide data to determine data clean-up requirements and inaccuracy patterns affecting the conversion to HBS timekeeping

Assigned to work at the Department of Capital Projects and Facilities Management Coordinated with the management to analyze organizational changes and modify position descriptions to reflect modification Served as a key contributor in analyzing documentation of human resources procedures for process improvement Proactively involved and assisted HR Manager with L/ER matters including investigations, strike planning, communications, and mediations