- Develop organization strategies by identifying and researching human resources issues; contributing information, analysis, and recommendations to organization strategic thinking and direction; establishing human resources objectives in line with organizational objectives.- Implement human resources strategies by establishing department accountabilities, including talent acquisition, staffing, employment processing, compensation, health and welfare benefits, training and development, records management, safety and health, succession planning, employee relations and retention, and labor relations.- Manage human resources operations by recruiting, selecting, orienting, training, coaching, counseling, and disciplining staff; planning, monitoring, appraising, and reviewing staff job contributions; maintaining compensation; accumulating resources; resolving problems; implementing change.- Develop human resources operations financial strategies by estimating, forecasting, and anticipating requirements, trends, and variances; aligning monetary resources; developing action plans; measuring and analyzing results; initiating corrective actions; minimizing the impact of variances.- Accomplish special project results by identifying and clarifying issues and priorities; communicating and coordinating requirements; expediting fulfillment; evaluating milestone accomplishments; evaluating optional courses of action; changing assumptions and direction.- Support management team by providing human resources advice, counsel, and decisions; analyzing information and applications.- Guide management and employee actions by researching, developing, writing, and updating policies, procedures, methods, and guidelines; communicating and enforcing organization values.- Comply with federal, provincial, and local legal requirements by studying existing and new legislation; anticipating legislation; enforcing adherence to requirements; advising management on needed actions.

Responsible for creating, implementing and directing all policies and procedures relating to all HR functions and health & safety for a start-up venture at the plant level and globally (up to 40 professionals).  Developed new strategy and action plan to improve day-to-day plant operations for the Whitby location. Managed ongoing rollout including developing new recruitment processes, training and development strategy and material, and Health & Safety policy and guidelines. Nurtured and expanded external recruitment relationships that reduced hiring costs by 35% while achieving tight timelines.  Created all job specifications for all functions, establishing more structure and accountability within the organization. Established salary and compensation grading structure in alignment with market rates, retaining quality performers. Led the creation of all training including health and safety, orientation, anti-harassment, attendance management and overall HR policy and procedures. Successfully rolled out and verified adherence, improving productivity and minimizing HR liabilities. Management of Operations within the Whitby location including inventory and materials management, logistics, and project management.

Led the change management initiative to realign the perception of HR as an integral business function across an organization of approximately 800 employees in 2 local plants. Managed the ongoing HR functions including Health and Safety.  Enhanced communications between all stakeholders by introducing several employee engagement activities such as Kaizen Events, Employee Committee, monthly communications and breakfast meetings. Improved ratings on the annual global employee satisfaction survey year over year.  Built a cohesive relationship with the UNIFOR (formerly CAW), Local 222, resulting in decreased grievances and grievance resolution payments annually. Created action groups, facilitated by external trainers with a mandate to review strategy, improve processes and present to the senior leadership team detailed reporting on continuous improvement protocols. Increased employee engagement and provided local leadership’s autonomy. Negotiated successful collective agreements with the UNIFOR, with zero wage increases and no loss of production. Oversaw three significant lay offs, downsizing in excess of 500 UNIFOR production floor staff after determining the business requirements of main customer, General Motors, with no interruption. Facilitated ongoing training which included Anti-Harassment Training, Supervising for Success, H&S Training, Continuous Improvement activities, Collective Agreement reviews and legislative changes ensuring workforce was current. Successfully consolidated two plants in late 2008 in conjunction with launching Seating Plant in early 2009. Led plant closure activities for JCI Seating Facility in 2015 as well as negotiated plant closure language with UNIFOR for the closure of the YFAI Interiors Facility in 2016 with no interruption to the customer.