Jill Barron Email & Phone Number

Bowling Green, OH, US

Morgantown, Kentucky, United States

• Led a team of salaried employees charged with global DEI strategy and ERG support.
• Specialized in Employee Resource Groups, led all 12 global ERGs to record growth and engagement.
• Collaborated with internal stakeholders such as talent acquisition, HR, communications.
• Managed overall DEI and ERG budgets consistently under budget.
• Developed new templates and processes to streamline and increase efficiencies of ERGs.
• Created metrics to measure progress and success of ERGs and other DEI initiatives.

• Oversaw global process for incident investigations and serious incidents and fatality processes.
• Developed and led the global process for serious incident and fatality review teams.
• Grew and conducted incident investigation training.
• Collaborated with cross-functional groups to solve complex problems.
• Coordinated with legal/policy group on development of global documents.

• Oversaw the Employee Resource Group GM Women in Manufacturing and site chapter (over 2,000 members) in the pillars of talent, culture, and market.
• Facilitated monthly Teams meetings and create valuable and meaningful content by working in conjunction with GM Women pillar leads, subject matter experts, and other leaders.
• Developed overall metrics and strategy for ERG.
• Shared successes, improvement opportunities, and strategic plans to upper leadership.
• Led the group to the record engagement – 100% increase in active members.
• Created the first DEI team for manufacturing.

• Supported daily production of production team, maintenance team, and manufacturing engineering. Managed both salaried employees and up to 50 UAW represented employees. Project management of tooling and equipment.
• Led the error proofing teams for both the C7 and C8 Corvette launches which each included over 275 error proofing actions (torque tools, part picks, scans) through installation, configuration, testing, and start-up.
• Oversaw multiple tooling, machinery, and equipment installations and rearrangements using the safety buy-off system to ensure operator safety.
• Acted as equipment spare parts lead for all new launches reviewing over 7K submitted parts determining which are truly critical to operations and following through the set-up process. Also reviewed thousands of stocked.
• Mentored and developed student interns and new engineers.
• Managed department budget (maintenance parts) with annual budget of approx. $250K consistently under budget.