Human Resource Manager for a manufacturing plant, overseeing a team consisting of an HR Supervisor and an HR Administrator, supporting approximately 500 employees in Brownwood, TX and 30 employees located over 300 miles away, at another manufacturing facility located outside of Houston, TX.

Only Human Resource practitioner onsite. Solely responsible for the supervision and administration of all Human Resource and Labor Relations functions, for a manufacturing plant of over 420 employees; 240 of which are blue-collar unionized and 180 which are white-collar professionals, supporting the manufacturing plant, in a variety of functions such as finance and accounting, procurement, business development and commercial, sales and engineering.• Leading a project team working to transition from Kronos to the mySPGI timekeeping system.• Assisted in VOLT (Versatile Organization to Lead Transformation). A reorganization intended to build the appropriate company structure, to meet the changing needs of customers and markets, reducing hierarchy levels from twelve to six.

Provided operational and human resource related support for the Business Development, Land and Permitting, Legal, Procurement, IT, Technical Services (Engineering and Pump Shop), as well as the Drilling Operations, Exploration, Production and Earth Science departments, on all HR aspects, related to the entire employee lifecycle.• Successfully coached and mentored an HR Analyst, transitioning into a Junior HR Business Partner role, resulting in improved HR coverage, enabling upgraded support for the business.• Effectively supported all aspects of HR for power plant operations in Nevada, Oregon, Idaho, South Dakota and Hawaii, allowing for less down time, and enabling more consistent energy production and increased profitability.• Partnered with the Drilling Operations Manager, in interviewing, selecting, and staffing multiple crews, with an increased focus on safety. This resulted in improved culture, safety awareness, and performance, as well as a decrease in reportable incidents, lost time, and downtime.• Developed and mapped out a relocation process to meet IRS requirements and tax laws, allowing for increased consistency in how relocations are conducted.• Performed succession planning and career pathing, which clearly identified a career path and the skills / attributes needed for employees to progress. This led to better career development plans, which improved employee morale and increased retention.• Completed Employee Climate Survey for employees in the corporate office, and operations personnel located in several geographic areas. This resulted in the identification of gaps, and areas needing improvement, to successfully improve company culture and employee morale.• Conducted COVID tracking, contact-tracing and reporting. Provided CDC driven guidance to employees, and reported additional data to various state DOH’s, to maintain compliance.

Regularly interacted with business leaders and centers of excellence (COE’s), on activities supporting the employee lifecycle – talent acquisition, onboarding, employee relations, employee engagement, performance management, retention, diversity, and all other HR support, to include offboarding, conducting exit interviews and monitoring workforce trends, for groups totaling over 350 employees. Routinely interacted with hourly field employees, degreed professionals, and executives from a variety of backgrounds, and job functions. Participated in labor relation / union activities, to include arbitration and mediation, in partnership with Corporate Labor Relations. Supervised three direct reports.• Regularly attended executive leadership team meetings, advising and counseling leaders on the HR impacts of business decisions. This regular interaction helped build relationships, establish credibility and influence business decisions.• Facilitated and drove the annual talent review / pay determination process, which helped support a culture of high performance, where pay was directly tied to performance. This also led to the identification of high potential and future leader employees, using the nine-box method, which then fed into the biannual personnel development committee meetings for succession planning.• Led and facilitated the biannual personnel development committee meetings, during which succession planning, strategic staffing and career development planning activities were conducted. Key positions and skills were identified, gaps were noted, and future roles, or training opportunities were documented in career development plans, to close those gaps. This ensured departments had the right people, in the right roles, at the right time, for key essential positions.• Successfully supported 7 geographically dispersed work groups, spread throughout the United States and Canada.