Michael Manning Email & Phone Number

Johnston, Rhode Island, Us

Lead global teams in people analytics, HR project management, vendor and budget management, and Workday administration, bridging engineering and operations solutions to HR challenges and integrating advanced data analytics and artificial intelligence into talent strategies. Focused on driving data-driven decision-making, enhancing HR processes, and fostering innovation across the organization.Key Achievements:• Spearheaded the implementation of Generative AI across HR to augment processes, working with leadership, tech, and legal teams to establish guidelines. Represented HR on the company’s Responsible AI Governance Board.• Established our People Analytics function. Guided HR from a maturity level of 1.5 to 4 on a 5-level continuum within 2 years. Oversaw the standardization of data quality and metrics interpretation, ensuring consistency and accuracy. Led RFP for data warehouse and oversaw team that implemented analytics solution. Led the increased utilization of dashboards and workforce analysis for data-driven decision-making and implementation of targeted training programs to enhance analytics skills across the global HR organization.

In addition to his current HR leadership role, Michael Manning is a Senior Consulting Partner with the Rutherford Group focusing on Strategic Workforce Planning and HR Metrics and Analytics.

Baltimore, Maryland, Us

Aligning and prioritizing Talent Management (Talent Acquisition, Enterprise Learning, Performance and Development, Diversity and Inclusion, and Executive Recruiting/Onboarding) work, budget and Workday enhancements to support HR and overall business strategy.• Measuring and improving outcomes of talent strategies, creating talent metrics, dashboards and data governance• Leading enterprise Performance and Development function, integrating performance management with compensation while maintaining pay for performance culture in a no performance rating environment• Standardizing and improving key talent processes

New York, Ny, Us

Integral in seamlessly transitioning former AIG subsidiary to private equity firm. Established new HR operations, systems, and functions from the ground up to support the new business. • Installation of Workday and post launch support for payroll, performance management, compensation and talent acquisition • Established a robust, compliant HR infrastructure that included sourcing, negotiating, and implementing new, cost-effective performance recognition, benchmarking, learning management, and digital HR document storage systems.• Automated time-consuming HR reporting, improved data processes, and oversaw various HR analytics including designing and instituting executive dashboards, external benchmarking, and data governance and data privacy guidelines. • Attained 89% response rate by creating and facilitating the company’s first engagement survey; analyzed results and provided targeted recommendations to Chairman of the Board, CEO to raise engagement and address areas of concern.

Rosemead, Ca, Us

Identified as high potential leader and asked to run newly created division. Directed the following functions through 5 subordinate Sr. Managers: HR Analytics | HR Centralized Budgeting | HR Call Center | Workforce Data Management | Employee Engagement | HR Technology Portfolio | HR Compliance and Regulatory | Strategic Workforce Planning | HR Project Management Office | HR Business Resiliency Led team performing centralized HR budgeting and coordinated HR’s response with Finance for Operational Excellence (OpX) and SG&A cost reductions resulting in:$1.3 million HR Shared Services cost reduction in 2014-2015$9 million in cost savings across HR in 2014-2015 $26 million reduction in 2016 budgeted HR O&M and General Function

Rosemead, Ca, Us

Led a team of 10 professionals providing enterprise-level workforce planning and human capital reporting to support the recruiting, budgeting, real estate and IT asset planning functions of the company. • Led company-wide redesign of employee engagement survey. Directed the RFP process, worked with CEO & executive management team on path forward and received budget and backing to move ahead• Led the design and launch of HR OpX Dashboard to measure the effectiveness of HR shop floor activities against internal targets & SLAs using internal and external benchmarks while monitoring the costs of delivery • Led the design and launch of a web based self-service workforce metrics and reporting suite

Rosemead, Ca, Us

As a Senior Project Manager designed and implemented a world class enterprise-wide strategic workforce planning program. Aligned workforce planning calendar to financial planning calendar & labor budget to workforce forecast. Created a direct link between business strategy & HR strategy. Integrated 6 sigma techniques to allow for rapid design & deployment of program. Identified as HR HiPO Project Manager.• Launched strategic workforce planning on-time, under budget & with increased scope• Program has been delivered as a case study multiple times at conferences across the US• Fortune 500 companies now look to Edison for consulting on how to design and launch enterprise workforce planning; program has been cited in a book on workforce planning and program concepts are used by HR.com for IHR workforce planning certificationQuote from Peter Louch, CEO Vemo workforce planning - “Southern California Edison, in my mind has been one of the most successful organizations ever at launching an enterprise-wide workforce planning system.”

Rahway, New Jersey, Us

Managed end-to-end HR activities for Global Quality Operations including compensation, performance management process, talent management process, employee relations & executive coaching for client groups. Clients ranged from executives & scientists to warehouse workers. Managed HR analytics for New Jersey Operations group.• Led Integrated Disability Management 6 sigma project – Developed US wide process, tracking / reporting database, reduced administrative costs & put controls in place to prevent overpayments; estimated savings of $900,000 annually.• Led Performance Management Calibration 6 sigma project – Quick hits project which reduced the annual performance score calibration process from 2 days to ½ day freeing 1.5 days of time for over 40 directors & managers while improving the calibration results. • Selected by Director of Global Quality Operations to mentor team working on critical business issue (labeling failure) on applying Failure Modes Effects Analysis and 6 sigma methodologies to prevent further occurrences. Project resulted in labeling issue being solved a final time and no further FDA actions.

Munich, De

Talent Acquisition Governance & Strategy for Siemens US operating companies (approximately 12,000 annual hires in medical, power, water, lighting and technology)Project manager for US wide portfolio of recruiting projects including 6 sigma on recruiting process, RPO, employee referrals and Talent Acquisition structure. Metrics selection and tracking, report creation and data presentation, member of data warehouse creation and implementation team.• Led Talent Acquisition 6 sigma project - Standardized recruiting processes among US operating companies, redesigned employee referral program allowing for cross company referrals. Reduced high cost channel usage from 7% to less than 2%.

Munich, De

Provided human resource support to over 650 employees operating a fleet of 500 service vehicles out of 33 locations across the United States. 50% travel.• Led New Hire Orientation & Training 6 sigma project comprised of cross-functional team from across US. Reduced turnover of new technicians over 35%, increased speed to respond to new business by shortening time required for training technicians from over 120 days to 90 days – allowed for $54 million contract and acquisition of 2nd largest competitor. Earned 6 sigma black belt on this project.• Led 6 sigma project focused on Failure Modes Effects Analysis ensuring customers would not be impacted with service failures due to business units SAP launch. No customer service failures were reported.

Munich, De

Recruited out of business school and slotted into 2 year fasttrack development program focused on HR leadership.(Assignment #1) Midwest Distribution Center Lexington, KY, Feb 05 – Oct 05Sole onsite HR presence for ½ million sq. ft. start-up distribution center. Provided human resource support to over 170 non-union hourly, exempt and temporary employees.(Assignment #2) Corporate Offices Boston, MA, Oct 05 – Jan 06 Human Resources Specialist in recruiting and retention Selected to graduate after only 11 months to take key Sr. HR Generalist position.

Munich, De

Project management for ISO 9001 quality management system implementation in 240,000 sq. ft. distribution center. As an MBA Co-op led cross functional team in preparing, certifying and maintaining distribution center under ISO 9001.

Auburn Hills, Michigan, Us

Glass manufacturingManaged production shift employees in warehousing and shippingISO 9001 internal auditor

60 million dollar start-up funded by JP Morgan – Member of 7 person start-up team.Managed 27 employees and 2 supervisors in day shift manufacturing and distribution operations. Also managed end-to-end human resources processes for Enviro-Brand’s 70 employees. Created all human resources related architecture, policies, and programs.

Adjunct Professor, Finance For Hr, Talent Management & Workforce Planning, Analytics Metrics & Measurements

Master Of Business Administration (M.B.A.), Operations Management

Bachelor Of Science (Bs)