Lance Garceau Email & Phone Number

Waukesha, Wi, Us

Lead team of eight professionals at the Whitewater, WI operations, consisting of a 1,500 employee non-union manufacturing facility, and separate distribution warehouse. Hired with an initial primary focus of driving strategic improvement initiatives for Generac’s largest operation, to include: talent management, employee engagement and culture, performance management, compliance and succession planning and development.

Milwaukee, Wisconsin, Us

Lead team of seven professionals, with responsibility for all facets of the Human Resources function, supporting an employee population of approximately 850. Responsible for driving change in a growing company with a progressive culture .• Responsible for formulating and implementing strategies and mitigation efforts to effectively manage the challenges brought on by the COVID pandemic and ensuing labor shortage.• Instrumental in improving employee relations and engagement; leading to an eventual withdrawal of a union organizing petition prior to a scheduled election.• Continuous improvement in areas of benefit related program and expenses, compensation practices, and employee relations/engagement.• Organizational and departmental improvement in Gallup Q12 scores through targeted action plans.• Improved retention of plant hourly workforce by 25% over a three year period, with sustained results.• Realigned the HR Department to be more customer focused, collaborative and value-added.• Developed key organizational development (OD) initiatives to include succession planning, systematic training initiatives for both hourly and salaried, and introduction of employee engagement measurement and improvement.• Introduced proactive employee relations and compensation initiatives to reduce hourly turnover and improve morale.• Conducted a compliance review and addressed areas of exposure, to include policies, practices, benefits, etc.• Heightened communication with the hourly and salaried workforce.• Implemented enhancements to performance management processes to include updating the performance review system for hourly and salaried, including utilization of TinyPulse for routine performance management. • Drove exceptional results on 3rd party customer ethical sourcing audits of the HR function.

Findlay, Ohio, Us

Led Administration Division (Human Resources, Finance and IT) for a $230 million dollar subsidiary, with 8 locations and 1,200 employees throughout the U.S. and Canada. Five direct reports and with a total staff of 25.• Maintained a non-union environment with no legal claims during a period of significant restructuring and downsizing.• Led due diligence for purchase of HiSAN with significant changes to culture, policies, compensation, and benefits.• Developed new insurance program to accommodate the new size of the organization.• Created a succession planning process and 360 degree feedback program.• Dramatically improved caliber of talent level of the organization through talent acquisition and restructuring.• Maintained medical benefit related costs through design changes and implementation of a wellness program.• Spearheaded process of changing the company name and communicating the change in 2006.• Maintained low turnover despite a difficult transition during ownership change and a period of low wage increases, bonuses, and adverse benefit changes.• Managed a $8.4M Corporate (SG&A) budget.

Stamford, Connecticut, Us

Led all aspects of Human Resources for a $180 million/1,200 employee joint-venture of ITT Industries (5 locations), while concurrently leading labor/union relations for 4 wholly owned ITT operations. Total responsibility for JV corporate and 9 operating locations, totaling 2,300 employees.• Led two contract negotiations and participated in two others resulting in successful outcomes, one saving $750K annually over the life of the contract. All negotiations attained advantageous outcomes such as a 4-year contract, introduction of employee medical premium sharing and elimination of COLA. • Directed closing agreement negotiation with a favorable outcome while maintaining overall responsibility for HR function of the JV, in addition to restructuring and downsizing initiatives during a period of continued growth.• Successfully lead monthly grievance discussions, mediations and arbitrations.• Implemented improvements to wages and benefits curbing hourly turnover from 50% to less than 20%.• Established a new hourly handbook favorably received by employees and allowing for a more structured future direction for the company.• Created a self-funded status for medical and dental plans, saving more than $1M annually.• Led the start up of three Greenfield operations in Ontario, Alabama and Mississippi.

Beloit, Wi, Us

Led all Human Resource activiites for a $35 million/260 employee division of Regal Beloit.• Maintained non-union status under difficult circumstances in which unionizing activity was imminent.• Introduced a significant amount of value-added policies --- changing the organization culture to one of higher accountability.• Improved safety performance and workers’ compensation case management.

Bsba, Management And Marketing

Phr Certification Study Course, Professional In Human Resources Certification