John Abel Email & Phone Number

• Contract to hire resulting in implementing various talent initiatives to strengthen the organization.• Constructed the performance management program leading to increased retention, reduced hiring expenses, increased internal promotions and increase organizational effectiveness.• Directed the performance management process encompassing reviews, feedback, coaching and PIPs leading to improved talent retention, reduced hiring expenses and expanded client relationships.• Collaborated with HR team members across the employee life experience through hiring, performance management, coaching, succession planning, 360’s, employee relations and exits leading to increased organizational effectiveness.• Instituted multiple development programs for Executive Administrators deepening the talent bench strength of the Operations area.• Established the Talent Development Program resulting in all participants becoming shareholders. • Built the New Leader Assimilation process resulting in stronger onboarding and alignment of leaders and teams.• Expanded cultural awareness by directing Implicit Bias workshops and governing the e-Cornell DE &I Certificate program.• Chaired the Business Development training program empowering the consultants through shareholder levels (including C-Suite) to provide deep understanding of client needs, leverage the organization’s intellectual knowledge, and drive higher quality client partnerships.• Spearheaded the 360 Feedback Program for Consultants resulting in detailed individual development plans that strengthened skills and expanded career opportunities.

• Aligned performance reviews to the business plan as well as the marketing brand, resulting in Operation associates delivering increased quality items and lowering the CPI.• Aligned Learning & Development with Customer Service and Quality Control to address customer concerns, adjust internal methods using Lean practices which resulted in improved customer satisfaction scores.• Created and built the Learning & Development Department by establishing the learning strategy, hiring the team, implementing curriculums and measuring results.• Guided leadership on employee-employer issues regarding discipline, development, performance and promotions.

• Collaborated with Marketing and Retail Sales leadership to identify development needs and implement appropriate solutions.• Supported the Learning & Development area in the initiative to “think digital” regarding resources when providing development solutions. • Partnered with vendors to provide development opportunities for our employees to strengthen their skills pertaining to digital and social media.

• Expanded the width and depth of a new Learning and Support Department for the 2nd largest transit company (Chicago Transit Authority) in the United States through collaboration with leadership, guiding the team and supporting multiple talent development initiatives. Consultant through Ajilon.

• Researched trends, evolving technology, economic indicators and spoke with multiple industry sources in order to provide business intelligence to the Board of Directors and Senior Management on the changing dynamics of the industry. Kenny Construction leadership had perceptive, in-depth information in which to guide business decisions.• Edited and updated the Crisis Management Plan. After approval from Senior Management, the plan was implemented company-wide at all sites across the country. Kenny Construction was (a.) always prepared should any event occur that would impact operations and (b.) positioned to experience successful business continuity.• Identified the need to provide an online learning platform that would support training at all sites across the country, have zero interruption of the worksite operation and be accessible 24/7. Reviewed comparable vendors/platforms and selected the online platform. Created high quality, highly interactive online courses resulting in needed training being successfully delivered while staying within operational guidelines and budgets.

• Saved $1.2MM in expenses through projects that re-organized several departments as well as creating the first, comprehensive citywide safety gap analysis. In addition to reducing expenses and improving safety numbers, the outcome of these projects resulted in the city being more efficient and effective during a time of tightening budgets.• Cut $200,000 in work expenses by streamlining the performance evaluation process.• Reduced building permit approval from 21 days to 1 day by guiding both the Technical Engineering and Development Department and the Fire Department in analyzing and improving permit issuance process flow on building permits.• Expanded the width and depth of Naperville Employee University (NEU) by implementing set curricula to develop talent across employee, manager and leadership lines. Further re-positioned NEU as a strategic asset through training partnerships with technical trainers, project managers and guest instructors from area universities.

• Increased quality by debriefing employees on the company-wide Quality Control Initiative (CQI) research and survey, explaining the results and identifying areas of strength and areas needed for improvement. • Expanded and strengthened communication, customer service and team skills through educational programs utilizing the Persogenics assessment tools.• Implemented the portrait of the skills, knowledge and aptitudes for Senior Consultants resulting in more accurate recruiting and improved talent retention.

• Conducted 360 assessments and feedback for the High Potential Leaders across all management levels. Through coaching discussions, areas for improvement were identified and individual development plans created.• Directed the performance management system through training classes, coaching employees (all levels), document reviews and analysis. • Improved operations through quality control analysis and discussion meetings. Due to heavy involvement and championing quality control changes, was selected as the first Human Resources employee in the history of the company to attend the Quality Control Convention in Tokyo, Japan.

• Created from the ground up a $1.5MM training/education center.• Obtained $30MM in savings against a goal of $25MM by facilitating employee work groups focusing on three key items - increasing sales, increasing profit or reducing expenses.• Built the performance management process and procedures by defining competencies, determining rating levels and implementing supporting coursework that linked to performance and the company branding initiatives.