Susan Bradberry Email & Phone Number

Washington D.C. Metro Area

U.S. Patent And Trademark Office

Human Capital executive reporting to the Chief Executive Officer of a Government Corporation supporting 650 employees and managers nationwide. Second-level manager overseeing work and setting human capital goals for 20 staff members for all HR disciplines: Employee and Labor Relations, Employee Development, Strategic Human Capital, Employment and Benefits, Payroll and Human Resources Systems, and EEO and Civil Rights.~ Evaluated the Corporation’s unique human capital system and the intended or unintended manifestations of the use of that system over time. Connected this historical perspective to significant existing workforce challenges across the organization to present a set of broad operational concepts to resolve systemic issues. ~ Led an organizational assessment of the Corporation’s mission and workforce requirements. Based on the trust and relationships built within the organization, gained approval from senior leadership on the process design. Was member of an elite team that envisioned how the Corporation should function with a refined mission and address long-standing organizational and workforce challenges. ~ Revamped Human Capital Operations. Met with program office executives to gain customer perspectives of human capital operations and learn business area goals and needs. Simultaneously, held listening sessions with staff members to identify barriers and priorities. Modified workforce structures. Identified consistent themes and set and managed to human capital goals that met both staff and customer requirements. ~ Active and engaged leader. Seek staff members as presenters during staff meetings to share knowledge, develop skills, and build bench strength. Consistently ensure that management meetings contain leadership discussion topics to create a learning environment that continuously focuses on development.

Alexandria, Virginia

Executive-level human capital leader supporting almost 13,000 employees and managers nationwide. Second-level manager overseeing work of approximately 180 staff members, $5.6 million budget, and setting OHR-wide goals and priorities for all HR disciplines represented in 10 Divisions and offices including: Employee Relations/Performance Management, Labor Relations, Enterprise Training, Strategic Consulting, Compensation and Benefits, Employment, Human Resources Systems, Resources and Planning, and Executive Resources.~ Provided constant advice and metrics reporting on Patent Examiner talent acquisition processes to meet yearly hiring goals ranging from 400 to 1,500 Engineers. Led business process reengineering effort between HR and Patents business area to identify significant process and cultural changes needed to improve hiring operations. Suggested creative enhancements in Patents recruiting and employment procedures. ~ Personally oversaw implementation of a new HR automated staffing solution to eliminate work-arounds and other inefficiencies to fit Patents’ unique cohort style hiring process. Scheduled briefings and demos and then presented a business case proposal that won approval from Patents’ executive leadership to move forward as a pilot in 2015.~ Provided world-class customer service, consultation and fresh HR approaches to USPTO business unit customers. Met with business area executives regularly to seek feedback on service delivery and present results of satisfaction surveys. ~ Led implementation of an HR Information System. Transformed OHR operations from entirely paper-based processing of personnel transactions to full automation. ~ Built a high-performing and engaged team. Suggested and carried out multiple “coffee talk” events to serve the dual purpose of encouraging OHR staff interaction and improving morale while gaining information from staff on issues of interest.

Alexandria, Viriginia

Second-line supervisor over two employment operational branches (20 total staff, mix of contractors and employees) supporting customer base of 6,000 employees. Provide advice and guidance to senior managers on hiring and position management issues and concerns. ~ Improvements in staffing processing. External audit team identified several best practices to share with other agencies. Focusing intently on audit preparation including conducting a 100% case file review and focusing dedicated resources to this priority. Immediately put in place changes to deficient processes and implemented a standard operating procedure to ensure consistency. ~ Support for Chief Information Officer organization of 600 employees. Implemented two major realignments affecting nearly 450 employees. One was processed in 90 days, included the creation of 20 position descriptions and involved 100 employee movements to new positions. During one year, hired 81 individuals, the most ever hired in the preceding 4 years and topping the previous hiring effort by 14%.~ Routinely involved employees in decisions affecting their work environment such as group interviews of new team members, new performance appraisal plans, and design of tier operating structure to use new junior-level specialist positions that build in succession planning and increase retention through career-ladder promotions.

Alexandria, Virgnia

Worked as a senior-level consultant on a variety of client engagements centered on workforce planning, competency management, recruitment, staffing, and organizational assessment.

Arlington, Virgnia

Served as the supervisor of a 5-person branch that provided interactive and proactive tools, consultation and advice in the areas of workforce planning, strategic HR planning and analysis, and automated HR systems. Was the focal point for all human capital management activities and reporting for the U.S. Fish and Wildlife Service. Nominated for the President's Quality Award for Strategic Human Capital in 2003.