Kaye Davis Email & Phone Number

Falls Church, Virginia, Us

Customize and execute talent solutions for business sector to include workforce planning, succession planning, talent mobility, business growth, rewards and recognition, change management, learning and development, and culture and engagement.

Falls Church, Va, Us

Interim HR leader of nine staff responsible for pre- and post-merger compensation, benefits, and wellness programs and services. This Company merged with the government services division of Computer Sciences Corporation and became CSRA, Inc.• Prepared and executed measures for active annual enrollment, annual focal point merit review deployed through Workday, re-titling and calibrating recently acquired employees to SRA compensation structure, and finalizing FY16 incentive programs.• Led SRA benefits and leave work stream for integration and harmonization following announced merger. Key integration included migrating SRA employees to merged entity’s benefit platform for annual enrollment, conducting leave of absence analysis to harmonize leave programs, developing mitigation plans for benefit differences, and terminating benefit plans.

Chantilly, Va, Us

Led a team of 10, and managed human resource systems and workflow automation and configuration; HR analytics, dashboards, reporting and metrics; employee and manager shared services; and international and domestic assignment support.• Sponsored vendor assessment of efficiency and effectiveness of current HR solutions and valuation of process or technology improvements vis-a-vis industry best practice. This revealed an expected $1.3 million in annualized steady-state cost reduction, $1.6 million in efficiency gains, and $165,000 in risk avoidance. Led to business case and RFP to replace/upgrade current systems/configuration for eight key work streams.• Created shared HR services for employee relations, recruiting administration, and specialized human resource and benefit administrative services. This resulted in cost savings of approximately $300,000 of indirect labor.• Led $2.3 million annual tuition and certification assistance program with call center and automated workflow which had about 550 unique users averaging $3,700 per participant per year.• Led 14 OFCCP audits over a period of two years without deficiencies or conciliation agreements.• Implemented WOTC into hiring process and realized an average of $240,000 per year in tax credits.

After Company was sold by Northrop Grumman Corporation, became primary HR liaison for TASC supporting divestiture activities for 5,000 employees. Led a team of seven handling HR systems and operations.• Managed procurement, evaluation, transition, and implementation of health and welfare, retirement, pension equalization, employee discount, disability and other employee benefit programs – completed six months from sale date.• Initiated international program, and developed plan for transitioning approximately 50 expatriate employees in seven countries.• Functional lead for Hire2Retire - a fully operational HR platform for recruiting, learning and development, compensation, shared services, on- and off-boarding, employee record keeping, and performance management. Successfully procured and implemented seven HR systems in 10 months post-divestiture including work history and active job requisitions.

Falls Church, Va, Us

Led division’s human capital strategy, workforce planning, acquisition integration, diversity and inclusion initiatives, as well as change management. Engaged in key bids, developed proposal strategies, participated in proposal review teams, and developed program solutions as well as training and toolkits.• HR lead for change management and integration of 300 employees after Company’s announced purchase of 3001 Inc.• Member of sector Diversity & Inclusion Advisory Committee developing division strategies and communication plans that drove business decisions, identified successes, and increased manager accountability.• Developed project road map, competencies, and toolkits enabling transformation of Human Resource Business Leaders into strategic partners of line operations.

Falls Church, Va, Us

Directed nationwide day-to-day human resource and recruitment function for 1,000+ information technology and engineering employees and contractors for the Postal Services and Solutions Division.• Conducted risk assessment of approximately 300 Service Contract Act (SCA) employees and determined which ones did not receive the minimum requirement for wages and benefits. Led get-well plan and corrected those affected with as much as three years in arrears.• Authored, submitted to external client, and implemented employee engagement organizational development plan and dashboard for employee group of 250. This resulted in increased productivity, work satisfaction, and intent to stay.• Co-leader for sector remote pre-boarding team, and revamped remote new hire experience.

Conducted and presented human resource functional assessments for clients with up to $25 million annual revenue. Delivered on-going human resource leadership support for 200 person government contracting firm and human capital strategy support for $30 billion federal contracting and commercial firm.• Co-authored workforce planning and staff augmentation winning technical proposal to City of New Orleans for post-Katrina work. Provided execution support and strategy.• Provided human capital analysis and notional plans for internal operations venture. Member of corporate business re-engineering team that achieved over $20 million in savings.

Managed and directed the human resource function for approximately 1000 nationwide and international information technology and engineering employee workforce. Responsible for recruitment, benefits, compensation, rewards and recognition, HRIS, affirmative action, employee relations, policies and procedures, performance management and training, and development functions at UTA. Supervised a team of eight human resource professionals and indirectly managed four off-site human resource and recruitment personnel.• Managed approximately $1.5 million dollar departmental budget and $20 million dollar fringe benefit program.• Realigned human resource plans to match company objectives to divest commercial and international work and focus solely on federal government contracts.• Prepared and assembled human resource plans and reports for acquisition. Transitioned Human Resource personnel and function to acquiring company.• Developed Human Capital Plan to tie recruitment forecasts, existing skills inventory, and training requirements to strategic plan and revenue/contract forecast.• Implemented Ceridian HRIS and Employee Self-Service (ESS) system that provided workflow and integrated data with the payroll system. The ESS is a web-based system that allows employee 24 hour per day access to their personnel and payroll information as well as benefits, forms, and company documents.• Implemented ReSource Hire automated recruiting tool which tied all embedded recruiters into the same system to provide seamless recruiting functionality, hiring manager visibility, reporting, candidate tracking, and automated posting to both the company website as well as external sources.• Managed recruitment costs to average 7% of compensation recruited.• Benchmarked and revamped compensation structure for all positions. Reevaluated positions for FLSA compliance. Designed career paths.

Provided company-wide management, oversight, and direction for Human Resources, MIS (Network and Desktop Services), Company Intranet, Facilities and Administrative Services, Business Process Reengineering for corporate-wide processes, and Y2K initiatives. Managed a staff of 25. Company’s size at the time was $44 million with 520 employees located in 60 sites throughout the U.S. and overseas.• Provided key integration and due diligence support in corporate acquisition.• Instituted corporate intranet to improve and streamline administration and communication within Company.• Led company-wide BPR team that documented “As Is” and “To Be” process models for 17 key company processes. Authored all project documentation.• Authored all company-wide Y2K action plan and hired Y2K Program Manager to implement compliance (external and internal), contingency planning, and test and acceptance.• Saved $1.2 million over the term of the lease for the headquarters facility consolidation.• Implemented company-wide incentive program that rewarded employees for measurable and quantifiable performance that tied directly to strategic objectives.• Designed, benchmarked and implemented executive compensation package.• Instituted key metrics for HR to show relationship to the Company’s strategic focus and to positively influence the bottom line.• Instituted employee welfare and morale survey and information collection instrument to monitor and collect employee feedback to increase employee satisfaction. Distributed and tabulated on a periodic basis.• Instituted recruitment satisfaction survey and specific metrics to ensure recruitment costs and efforts were results-oriented and cost effective. Recruitment costs averaged 2% of base salary recruited.

Instituted and developed a full service Human Resource function and doubled the workforce at this high-growth information technology services firm. Implemented and managed a full spectrum human resources program including compensation and benefits, executive compensation, bonus programs, talent acquisition, employee relations, compliance, affirmative action plans, training, policies and procedures, HRIS, and environmental health and safety.

Fairfax, Va, Us

Responsible for planning, refining, and refocusing a corporate-wide human resource program for a downsizing and transitioning engineering firm. Areas of oversight included compensation and benefits, talent acquisition, employee relations, compliance, affirmative action plans, policies and procedures, HRIS, and drug-free workplace.

M.B.A., Business

B.S., Elementary Education