Specialize in helping managers understand the bottom line, ie revenue and cash flow along with the value of a productive employee. HR plays a real role in this. Plus full service HR Generalist. Prefer part time. 😎

Note: Company-wide HR Department reorganization; Opportunity to move to Seattle.Multi-state, 625+ employees, unionized, 121 year old Forest Products Company… onedirect report… reporting to VP HR / dotted line to Operational VP/GMCHALLENGED AS, DIVISION HUMAN RESOURCES MANAGER, to manage newdivisional-level multi-state, (Washington/Oregon), HR department… develop SuccessionPlanning program… manage union contract (two contract negotiations cycles)RESULTS:♦ Manage new full-service HR Department. Ensure quality and timely delivery of allphases of HR policies and procedures♦ Provide leadership and expertise in multi-state WA & OR Timberland Divisions(Oregon was later sold) for exempt, non-exempt, and union employees♦ Provide counseling / mentoring by partnering with senior leadership and employees.♦ Proactively manage HRIS ADP data system and maintain up-to-date employeeinformation; interface with accounting / payroll and IT. Microsoft Office – Word,EXCEL and Outlook.♦ Prepare and present training for Supervisors and Non-Supervisors meeting allcompliance requirements♦ Manage talent acquisition process: recruitment, selection, hiring and retention fordivision. Manage new hire background / reference checks, Form I-9’s, E-Verify, drugscreening, hearing tests and onboarding♦ Develop and adhere to division budget♦ Rewrote all positions descriptions maintaining a positive working relationship withmanagers and employees and incorporate newly established Workforce Architectureguidelines and market rates♦ Provide consistent and correct union contract interpretation (International Associationof Machinists - IAM). Deliver support to managers and supervisors in resolving localissues in support of the grievance process, seniority system, work scheduling,classification, Memorandum of Agreements (MOA), layoffs and promotions

Note: Owner was ill and passed away in 2007; business sold to new owners who reorganized the structure of the business. Company closed in 2008.Multi-state, non-union, commercial-residential construction... 8-direct reports... reporting to CEOCHALLENGED AS, HUMAN RESOURCES MANAGER, to startup new HRDepartment… develop and write all HR policies and procedures… create a genuinestrategic partnership with senior staff… administer benefit program including vendornegotiations and analysisRESULTS:♦ Integrate HR into business performance♦ Provide HR strategy, direction and support to all field operations♦ Source, recruit and upgrade talent♦ Drive employee performance and increase morale and employee satisfaction♦ Providing all service deliverables, as promised♦ Manage administrative, accounting and IT staffs♦ Understand how HR's essential functions integrate with the flow of business

CHALLENGED AS, DIRECTOR OF OPERATIONS, to turn around processes and performance by driving innovation in attracting and retaining clients while achieving profitable growth, market share and brand name awareness.RESULTS:♦ Established a durable, branded level of excellence, in the design and delivery of 900+ projects; creating $62 million of new value... Excel at acquisition, maximizing and retaining lifetime clients.♦ Established nurturing systems for the customer engagement cycle with emphasis on providing detailed company and project information, close communication, 'fast' problem-solving, on-time delivery performance and the promise of future customer care.

Note: Company was entering into bankruptcy and downsizedGlobal, 1700+ employees, $3B, 3-shift unionized manufacturing plant (rolling mill)...5 HR direct reports... reporting to Senior HR Director… manage union contract (one contract negotiation) CHALLENGED AS, HR EMPLOYMENT & BENEFIT SUPERVISOR, to rapidly ramp up employment, which was at 1300, while introducing workforce culture changes in an entrenched union environment experiencing 9% turnover... introduce HR Information Technology (IT) initiatives where none existed.RESULTS:♦ Contributed to driving payoffs from $37 million capital investment during 15 month period, by introducing initiatives that were key to the recruitment and selection of 388new hires while changing a work culture dominated by union work-rules to one shaped by teamwork and logical work flow.♦ Built effective and supportive relationships with colleagues, line executives and management teams in cross-team collaboration♦ Worked with line managers to identify talent's technical and cultural competencies... established best practices - these were key to a steady transformation of the work-rule dominated culture... slashed hiring costs $400k annually... reduced turnover from 9% to 3%.