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Human Resources VP Resume
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| Desired Industry: Manufacturing |
SpiderID: 8866 |
| Desired Job Location: St. Louis, Missouri |
Date Posted: 9/21/2006 |
| Type of Position: Full-Time Permanent |
Availability Date: |
| Desired Wage: |
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U.S. Work Authorization: Yes |
| Job Level: Executive (President, VP, CEO) |
Willing to Travel: Yes, 25-50% |
| Highest Degree Attained: Masters |
Willing to Relocate: Yes |
Objective:
Hello, I am a Sr. Human Resources Executive known for my business acumen and ability to develop a vision and actively compel change to achieve it, a barometer of the organization's health that owns issues and communicates effectively, and a confidante and active coach of leaders at all levels. Competitive challenges and growth expectations are just the business conditions that I have been successful at addressing in my career. To select the best talent, to motivate, develop and reward the most effective leaders, and to achieve aligned, superior bottom-line performance against challenging business objectives are skills I enjoy employing as a business leader and human resources executive. I look forward to discussing Human Resources leadership roles and how I can contribute my skills and experience to future business success.
Experience:
PROFESSIONAL EXPERIENCE
SOLUTIA, INC. – ST. LOUIS, MISSOURI 2001-2005
Human Resources and Communications Lead
Vice-president level role reporting to division President and Sr. Vice-President. Tested HR executive, member of Integrated Nylon Division’s leadership team. Leader of 30-employee human resources organization driving change and supporting the needs of 2,500 worldwide employees in this $1.9B sales revenue global nylon and intermediate chemicals business at seven U.S. sites and in all world areas. Member of three-leader corporate HR team reporting to the Executive Leadership Team and responsible for the design, delivery and implementation of all compensation, benefits and welfare plans and services and the labor and employee relations strategies.
• Implemented global HR strategies supporting significant operational and portfolio changes to turn around division’s financial results and enable corporation’s emergence from bankruptcy.
• Recognized for significantly lowering labor systems costs and greatly enabling solvency and the resultant $100M year-over-year EBIT improvement 2004 to 2005.
• Led significant divisional, corporate and global benefits, compensation, labor relations strategy, and human resources policy restructuring efforts that positively affected the bottom-line and were well communicated, understood and accepted by employees.
• Won, overwhelmingly, three union organizing campaigns through personally communicating and connecting with employees and engaging them in dialogue about the business challenges and their role.
• Developed and implemented new divisional outsourcing strategy capturing $5 million savings in 2004.
• Played key leadership role in designing and implementing a new company-wide employee benefit program, which reduced company cost by 35%, maintained competitiveness, and provided greater employee choice. The medical plan savings alone were $14 million in 2004.
• Designed and implemented new and innovative incentive compensation plans, including an especially successful Customer Facing Incentive Plan that set specific and individualized, by customer and market, goals focused on gross margin, market penetration and net sales revenue and was aligned with the business strategy of shifting to higher-value product offerings.
• Led a team of Lean Implementation Specialists, black belt and six sigma trained, that achieved $16 million of savings in 2004 through execution of projects that changed the culture and business processes.
• Prepared corporate and divisional state of human resources presentations for Board of Directors.
• Directed the design, implementation and ongoing improvement of performance management systems with clear strategic objective linkage. Specifically, redesigned the goal setting and mid-year and annual performance review processes and then communicated and implemented a much more aligned approach that was also linked to incentive planning.
• Led team of HR and business professionals in multi-year development and implementation project revitalizing leadership development and sales training.
• Delivered new integrated divisional communications strategy and plan that significantly improved employees’ knowledge of division’s and company’s strategy, key objectives, change initiatives, and challenges.
Director of Human Resources–(1997-2000)
Key member of Human Resources Leadership team serving 6,500 employees and $3.0B in revenue chemicals business spin-off from Monsanto. Provided strategic HR generalist expertise to Sr. Vice-Presidents, including the General Counsel and Chief Financial Officer, and the Vice-President of Tax and the Controller and their staff organizations, and four Vice-Presidents and General Managers of businesses segments. Two direct reports, an EEO and Employee Relations Manager and a Recruiting Specialist.
• Member of business leadership teams responsible for all strategic commercial decision-making; businesses ranged from $150M to $400M in revenue.
• Played integral role as member of Polymer and Plastics Acquisition and Integration Team focused especially on selecting top talent and staffing the worldwide sales and marketing organization of this $125M business and ensuring the full integration of people and business processes.
• Led extensive annual succession planning process for Senior Executives that included a detailed 9-box matrix assessment of the growth and development potential of all exempt employees, identification of succession candidates for key leadership roles including timing and development needs, and selection of a small number of future leaders that were assigned an executive mentor to ensure proper and timely development and movement.
• Led the implementation of a Diversity Strategy, including a vision, measures, training, culture survey, and action plan.
• Significantly improved performance measures of the staffing process by collaborating with selected recruiting specialists, internal and external, who could demonstrate knowledge of our businesses and needs and reduce the hiring cycle time while providing top-notch candidates.
• Coordinated global sales and marketing hiring and training for fast-growing businesses.
MONSANTO COMPANY 1983-1997
Human Resources Leader – St. Louis, Missouri (1995-1997)
HR leadership roles in Monsanto Business Services, a center of excellence staff organization.
• Provided HR generalist support for large centers of excellence staff groups including, Monsanto Corporate Research, Environmental Safety and Health, Corporate Legal, and Research and Development and Law in major business segments G. D. Searle and NutraSweet.
• Partnered with leaders of three law organizations from corporate and two large business segments to design and implement a practice group approach to law department services and expertise that more efficiently and cost-effectively delivered top notch legal advice.
• Led team that implemented first corporate random drug testing program.
• Led organizational design and staffing processes during the creation of new spin-off company composed of the $2.5B in revenue chemical businesses.
Human Resources Manager –Bridgeport, New Jersey (1992-1995)
Site HR leader for 150 employee non-union manufacturing plant.
• Directed all people related efforts, processes and communication efforts for site employees.
• Installed a supervisory management style that was principle-based and institutionalized ongoing, regular dialogue with all employees.
• Designed and installed the first gain-sharing plan for plant employees that significantly increased employee commitment to the most important business measures of success.
Labor Relations Superintendent – Sauget, Illinois (1987-1992)
Selected to lead site turnaround project. Acted decisively to educate supervisors in people management, setting expectations, and ensuring safe work practices in this contentious manufacturing site of 950 employees.
• Negotiated a bargaining greement that eliminated 30 pages of restrictive contract language with no work stoppage and enabled better union/management relations and significantly streamlined operations.
• Led team recognized for drastically changing the wage hiring process in route to selecting the most educated and diverse group of entry level employees in the site’s history.
Human Resources Supervisor – Trenton, Michigan (1985-1987)
Provided HR generalist support for 600 employee manufacturing facility.
Labor Relations Representative – Sauget, Illinois (1983-1985)
Acted in the best interest of employees and the company at this 950-employee manufacturing site while responding to employee, union, and supervisory requests for guidance and coaching.
Education:
EDUCATION
M. A. Labor and Industrial Relations - 1981
University of Illinois – Urbana/Champaign, Illinois
B.S. Business Administration - 1979
Saint Louis University – St. Louis, Missouri
De Smet Jesuit High School - 1975
Training certifications in Lean Manufacturing, Enhancing Team Skills, Managerial Analytics, Behavioral Interviewing, Interaction Management, Negotiating To Yes, AAP/EEO Compliance.
Skills:
Sr. Human Resources Executive with experience as a strategic member of corporate and global business leadership teams. A business leader with the ability to serve as a catalyst for profitable and orderly workforce change. Bottom-line, results-oriented. Special skill areas include the following:
▪ Change Agent
▪ Leadership Development/Coaching
▪ Compensation & Benefit Design/Administration
▪ Communications/Employee Relations
▪ Strategic Business Planning
▪ Talent/Selection Management
▪ Labor Relations/Union Avoidance
▪ International HR Leadership
Candidate Contact Information:
| Name: Matthew Foley |
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| Street: |
Phone: 636-519-0160 |
| City: Chesterfield |
Fax: - |
| State: Missouri |
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| Zip: 63005 |
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| Web Site: |
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