STRATEGIC HUMAN RESOURCES GENERALIST
HR MANAGEMENT – EMPLOYEE RELATIONS – COMPENSATION PLANNING – TRAINING
Human Resource Generalist with 17+ years experience in the development and management of HR strategies and programs aimed at the company’s growth and development. Specialized experience in Employee Relations, Consolidation, Reorganization, Recruitment, Compensation Planning, and Benefits Administration. Demonstrated success implementing change management initiatives that includes developing and restructuring departments. Skilled at creating and enhancing employee training curricula and programs aligned to corporate growth initiatives. Designed strategies for leadership teams aimed at employee/company growth and corporate succession planning needs. Experienced at leading company-wide accountability and transparency initiatives.
Professional Employment History & Experience
MERRILL LYNCH & COMPANY Aug 2006 to Apr 2009
Vice President, Chief of Staff Group, Global Wealth Management - Americas Banking Group
•Senior HR Relationship Manager – Liaison between business leaders and employee specialist teams. Focus areas includes: employee relations, staffing, compensation, talent assessment and performance management, and training.
•Employee Relations – Experienced at investigating employee disputes and implementing resolutions.
•Regulatory & Compliance Monitoring – Liaison between human resources, compliance/legal, and marketing to ensure that specialist groups followed the necessary standards to comply with regulatory bodies. Ensured the completion and control of certain compliance functions which included registrations, training, product knowledge, communications, marketing material distribution and creation.
•Variable Compensation Program – Formulated a compensation program to guide and inform the sales specialist organization about their future sales hurdles and compensation levels/amounts. The plan was devised in collaboration with human resources, legal, and the respective product areas.
•Compensation Planning – Served as the point of contact for the specialist teams in compensation related discussions. These focus groups discussions led to the changes in the incentive and supplemental compensation plans and included updates to monthly reconciliations and issue resolution processing.
•Enhanced Financial Reporting – Designed budgets and sales plans to support better financial reporting. Plans included strategies for the allocation of goals in a new and improved standardized format. Most notably, a $6 billion revenue stream was created which included the development of new sales goals and territory configurations.
•Sales Effectiveness Modeling – The sales model had been in effect for two years and the senior managers wanted to understand what was working and what needed improvement. The team prepared a strategy to assess, design, develop and evaluate the current plan – the process uncovered ways to streamline and restructure sales and support functions as well enhance product areas.
•Sales & Support Practice Enhancements – Re-designed strategy for internal sales desks which included data and analytics improvements. This led to more standardization in sales and support practices which included the introduction of a presentation library and marketing campaign support programs.
MERRILL LYNCH & COMPANY Feb 2005 to Aug 2006
Vice President, Human Resources, Global Private Client - Technology
•Staffing – Developed a staffing and outsourcing model which reorganized the technology departments through the consolidation of functions and processes. These innovations included sourcing coverage to India for cost savings and a 24/7 coverage strategy.
•Restructuring & Reorganization – Saved the company $5 million by restructuring the technology training organization from 60 to 10 individuals. Redefined roles and responsibilities, structuring reduction in force packages and conducting termination processes.
•Employee Development Planning – Consolidated the developmental planning process so that management could engage in streamlined discussions about high performing employees during talent reviews. This process enhancement replaced the organization’s reliance on subjective, unwritten discussions.
MERRILL LYNCH & COMPANY Oct 1997 to Feb 2005
Vice President, Human Resources - Corporate
•Metrics & Diversity – Developed the company’s first HR Balanced Scorecard® to measure the monthly metrics within Human Resources firm wide. Measurement included cultural assessment, diversity, hiring, retention, turnover trend analysis, forecasting, creation of benchmarks, which formed leading and lagging indicators for industry best practices and strategies.
•Training Metrics & Analysis – Worked as the financial analyst to engineer analytics for the purposes of measuring the effectiveness of management and employee development programs. These analytics rendered a training budget savings of $23 million.
•Training Programs & Logistics – Managed logistics for technology, systems and training departments to coordinate the rollout schedule of a new technology workstation. Training was completed in over 700 offices for over 25,000 employees over a two-year schedule.
•Crisis Management – Introduced a standard, uniform notification system to communicate with its employees and families in the event of a crisis. Managed and negotiated with 25 vendors to produce global plans and strategies though the request for proposal (RFP) process.
•Real Estate Analysis & Planning – The company was geographically dispersed following the 9/11 crisis, and a new footprint for corporate real estate plan needed to be designed. Working with the business leaders, solutions and strategies were developed during a cost prohibitive environment, which met and exceeded business requirements.
•Business Continuity Planning – In the event of a crisis, a global strategy was needed to account for all employees. Previously, the process was unorganized and manually intensive. Innovative vendor solutions led to an automated Crisis Management strategy, new call center responsibilities and manager accountability.
MERRILL LYNCH & COMPANY Jul 1991 to Oct 1997
Assistant Vice President, Financial Controller - Operations
•Finance Manager – Controlled departmental forecasts, budgets and strategic planning initiatives. Supervision of department controllers, which oversaw a group of 1,200 regional employees. Created branch office district management tracking report currently utilized for service manager annual reviews.
•Performance Management – Created a standardized year-end dashboard to determine success in management’s performance measures. Managers, in the past, had been evaluated using subjective approaches, which did not produce consistent, measurable results.
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Education Gettysburg College - Bachelor of Arts Degree
Licensing Series 7, Series 66
Certifications
SPHR® (Certified Senior Professional in Human Resources)
SHRM® Learning System Certification (Human Resources)
Awards/Affiliations
Member of Society for Human Resource Management (SHRM®)
Merrill Lynch Special Achievement Award Recipient – October 1994 & July 1998
Employee of the Month – February 1992 & April 1993 |
