I deliver high value leadership coaching to leaders and aspiring leaders at all stages of their careers. Additionally, I deliver keynotes, serve as emcee for conferences, and speak at corporate events. See more on my website: jaykuhns.com.

I work with clients to design comprehensive strategic plans to address a wide range of human resources, communication, and culture challenges. Working across all industries, I leverage my experience as a human resources executive with the breadth of services available at IRI to move clients forward in the most contemporary ways possible.

I launched my leadership blog NoExcuseHR to discuss contemporary leadership issues primarily in the healthcare and human resources space.

My role was to ensure our clients, healthcare and non-healthcare alike, received the human resources leadership consulting, and the talent and employer branding expertise they needed using the most contemporary strategies available. Kinetix is all about thinking big and pushing boundaries so their clients don't have to be stuck in the stone age. Basically, I had the best job in the company.

Pediatric hospital and health system including new hospital (opened January 2010), 3,000 employees, large specialty physician group and 10 outreach centers covering 17 counties along Florida's west coast. Member of Johns Hopkins Medicine.- Launched social media recruitment strategy: - RN Talent Community/HR Blog/Host of #ACHradio podcast/Branding/Extensive use of social media- Multiple social media channels: Facebook, LinkedIn, Twitter, Pinterest- Implemented extensive System-wide Labor Relations preparedness plan- Implemented pro-employee strategies (Employee Ombudsman, Grievance Panel)- Redesigned the HR function to dramatically improve results, service and work flow- Implemented System-wide employee survey with mandatory action planning- Implemented diversity initiatives including same sex partner benefits, MLK, Jr. HolidayJohns Hopkins International – Human Resources Team- Multiple trips abroad to consult for the Health Ministry of Malta- Comprehensive review of HR Operations at Health Ministry and 850 bed Mater Dei Hospital

Vice President, Human Resources/Ethics and Compliance OfficerCommunity Hospital (400 beds, 1,000 employees)- Leader in the development of a centralized Human Resources function among all 15 HCA West Florida Division Hospitals- Decreased critical vacancies by 80%- Fully responsible for the onsite HCA Corporate Ethics and Compliance Program- Drove service excellence strategies for all shifts throughout the HospitalVice President, Human ResourcesBrandon Regional Hospital (325 beds, 1,500 employees)- Implemented the DDI Leadership Development modules for all formal leaders in the organization - Restructured Human Resources function to improve internal customer service- Team member for the rollout of the Taleo web posting/applicant tracking solution - UFCW organized facility (Registered Nurses)Human Resources DirectorCommunity Hospital (400 beds, 1,000 employees)- Developed and implemented formal Strategic Recruitment Plan- Successfully launched web posting/applicant tracking solution (hodes iQ)- Improved employee satisfaction three years in a row- Implemented the DDI Leadership Development modules for all formal leaders in the organization - Launched organization-wide employee Rewards and Recognition program (Team Leader)- Grew Occupational Health program from near elimination to viable line of businessHCA Teams:Human Resources National Design Team – served on one of five teams across the company redesigning the role of Human Resources delivery- Spring 2005Human Resources Recruitment Shared Services – served with West Florida Division Vice President of Human Resources and fellow HR leaders to develop a share services recruitment delivery model- Spring 2005Taleo Implementation Team – Served as Team Leader of the “content team” in developing an e-recruiting solution for the thirteen HCA hospitals in West Florida- Winter 2006

A large regional not-for-profit system with a total of 5,000 employees which includes four hospitals, two long-term care facilities, and a large mufti-specialty physician group.Director of Human Resources & PlanningChenango Memorial Hospital (139 beds, 600 employees)- Developed new Human Resources strategies to address: a benchmarked compensation program, new performance appraisal system, customer satisfaction survey process, and full JCAHO preparedness- SEIU organized facility (Registered Nurses)Director of EmploymentUHS Hospitals & United Medical Associates (500 beds, 3,700 employees, plus large physician group)- Developed and implemented a successful three phased recruitment program which focused on student/regional/international candidates- Promoted to Senior ManagementAdministrative DirectorUHS Hospitals (500 beds, 3,700 employees, large complex academic medical center)- Identified and resolved $500,000 loss in the hemodialysis center returning the program to profitable status within 3 months - Reworked Charge Description Master for both G.I. Labs- Moved to Health System level Employment Director during reorganizationManager, Employment/Employee RelationsUHS Hospitals (500 beds, 3,700 employees, large complex academic medical center)- Designed “Career Opportunities” section of the uhs.net web site with Editor, Interactive Media- Successfully defended 100% of internal grievance hearings- Promoted to Administrative DirectorHuman Resources DirectorChenango Memorial Hospital (139 beds, 600 employees)- Promoted to largest member of the health system after 8 monthsManager, Training & DevelopmentChenango Memorial Hospital (139 beds, 600 employees)- Implemented the first formal management training program - Promoted to Human Resources Director after 14 months