Richard Huntley Email and Phone Number

Overall responsibility for the campus Human Resources Department including HR strategy, culture, shared services, learning and performance management, wellness, compensation, talent acquisition, and liaison with Faculty.Responsible for 600 students hired annually.Re-organized HR Department for greater efficiency and focus on strategyConsolidated university employee training to be seen as focal pointCreated program for greater alignment of mission and core valuesImproved administrative processing of faculty employment eventsImplemented and maintained equity and diversity processesMore timely monitoring of data in systemsEstablished employment branding and hiring supervisor narratives promoting the UniversityImplemented first internally developed Applicant Tracking System

Global Vice President of Human Resources and FacilitiesCompany is re-organizing to improve customer service and update technology.Collaborated with the new executive team on the company’s strategic plan for increased profit and a common vision. Led Global Human Resources and facilities. Aligned HR with the key organizational objectives globally in 11 locations. Partnered with operations management for re-design of work space, processes, and employee skill sets to better support clients. Identified over $14M in savings in 12 months and consolidated work activity.Led review of HRIS and all HR processes and procedures reducing turnaround time by 50%.Increased benefit coverage at no annual cost.Reduced global facilities overhead by 50%.Worked with international operations to identify $700K in lost contract revenue.Advised on international HR laws in 11 countries.Employment gap in 2015 due to non compete and sale of Pegasus Solutions..

Re-designed a successful traditional organization into a high growth, flexible, and aggressive company to take advantage of global regulations.Directed the OCA Division Global Human Resources functions with operations in 100 countries for this 9,000 person Oil, Chemical and Agri Division. Designed and directed the North America HR Shared Services Center for 4500 employees with responsibility for all HR functions. Designed the initial global succession review process. Led HR due diligence in over 30 acquisitions. Grew parent company from 10,000 employees to 30,000 employees in eight years. Designed new global strategies and organizational structures to develop non-traditional business and penetrate new markets resulting in 20% CAGR and tripled employee population.Led PeopleSoft, Applicant Tracking, and Learning Management system implementation which eliminated multiple data bases.Re-energized staffing strategy to include social media, better branding, and on boarding techniques. Increased quality of hires and number of hires by 20%.Developed an integrated global performance management process to integrate pay, business strategy, and revenue performance to better align the workforce.Established Service Center for North America and employee change management communications plan to simplify process and integrate manager and employee transactions. Designed learning strategy that doubled hours and courses completed the last three years.; Leading USA natural gas and telecom provider.

Challenge was designing new revenue streams and culture to compete in the telecom sector by moving the company from a telecom distributor to a solutions organization.Performed a variety of Human Resource roles in this 23,000 person telecommunications and energy company reporting to the Division Company President with full responsibility for the Human Resources function for 6000 employees. After sale of organization reported to Williams Chairman and Head of HR while providing Human Resources generalist support at the company headquarters. Appointed to State Education Commission by Governor of Oklahoma. Implemented PeopleSoft HRIS to integrate with parent company: on time and within budget.Designed an organizational change model from telecom distributor to solutions organization.Re-designed the entire employee competency model, skill set, and reward system. Reduced training cost 50%, increased course completions 75%, and reduced 14 Learning Management Systems into one. Implemented Center of Excellence (COE) and Shared Services concept for combined HR servicesCompany Representative on national ”No Child Left Behind” and on State Business and Education Consortium working on education policy with U.S. President’s staff, governors, and elected officials. Saved $1.5M by converting trainers to learning consultants to upgrade discussions on learning strategies.Developed education in customer service achieving national measurable improvements.; Technology company specializing in defense, homeland security, and intelligence systems.