A senior executive broadly experienced in Human Resources management. Intimately involved in identifying long range needs and focusing teams to develop strategies and tactical business plans. Known for developing creative and highly practical solutions to complex problems, including organizational restructuring, total quality management, improved productivity and cost saving improvements. Confident, knowledgeable, insightful, results oriented and resourceful.
TRUCK LEASING & LOGISTICS COMPANY, January, 2001 - Present
International corporation providing complete fleet management services including full service leasing, logistics, consumer and commercial truck rentals, used trucks for sale, and fleet services for utilities, transit companies and municipalities. Generates over $4 billion in revenues in North & South America & Europe with an employee base of over 21,000 unionized and non-union employees.
Director, Compensation & HRIS
Responsible for the strategic design and tactical implementation of base pay programs, variable compensation plans, performance management systems, management development, Oracle HRIS and employee relocation.
* Responsible for the design and management of all base and variable compensation plans for non-union and union employees. Designed, developed and implemented variety of variable incentive plans, including annual bonus and sales commission plans.
* Initiated assessment of current base compensation practices (Hay methodology) for purpose of redesign of base pay structure, including the development of a compensation structure for European Logistics operations.
* Assess and manage executive compensation programs.
* Leading cross-functional team in the global development of HRIS strategy and tactical implementation of the HR module of Oracle, including self-service, position requisition system, e-learning programs and Learning Management System.
* Developed and implemented numerous digitized processes, including Staffing/Employment/Career Web site, HR Tool Kit, Associate and Managers Web Portals, Staffing reports, performance management processes, and digital cockpits.
* As part of Human Resources team, provided due-diligence assessment and implemented integration of compensation, HRIS, payroll and relocation practices during acquisitions and divestitures.
* Utilizing Six Sigma quality tools, assessed, redesigned and outsourced employee relocation program, completed Green Belt Certification, and sponsored three Green Belt Quality projects to improve the quality of compensations processes.
COMPUTER PERISPHERALS MANUFACTURER, March, 1999 - January, 2001
A multi-national integrated sales, distribution, engineering and manufacturing subsidiary of a Japanese parent. Generates over $1 billion in revenues in North & South America, selling business machines, sewing and embroidery machines, machine tooling equipment and original equipment manufacturing.
Senior Manager, Compensation, Benefits & HRIS
Responsible for the strategic design and tactical implementation of compensation plans, benefits programs, performance management systems, management development and the SAP HRIS.
* Designed, developed and implemented core curriculum of management training and development, which is resulting in enhanced management performance.
* Counseled sales management in the restructuring of business machine sales force, including the redesign of variable compensation plans, which has properly focused sales efforts and is enhancing overall results.
* Implemented improved benefits plans, including Long Term Care, Short Term Disability, and Flexible Spending Accounts.
* Partnered with Latin American subsidiaries in the design of initial defined contribution plans.
* Implemented and upgraded HR module of SAP to systematize data management and initiated employee self-service capabilities.
SPECIALTY INKS MANUFACTURER, October, 1995 - October, 1998
A leading $70 million, privately held corporation (a CitiCorp Venture capital company) manufacturing and distributing ink for the newspaper and corrugated packaging industries, with 240 employees in 15 U.S. locations and sales in 45 countries.
Vice President, Human Resources
Total responsibility for the design, development and implementation of all Human Resources functions. Responsibilities included corporate strategic planning, employment, organizational development and training, compensation and benefits, communications, corporate policy development, legal management and employee relations.
* Directly responsible for the development and co-management of strategic plan, and presenting to Board of Directors, which improved the financial stability and increased the return on ownersˇ¦ investments.
* Developed and implemented staffing strategy and tactics to meet employment requirements in cost effective manner.
* Developed and implemented compensation structure, management and sales bonus plans, which resulted in improved operations and sales, with a net increase of over 5% in gross margin. Plans were tied to revised performance management processes, which included detailed, quantifiable objectives relating directly to corporate strategic plan.
* Revised entire benefit package that included moving medical plan from fully insured to self-funded. These changes improved employee morale by providing enhanced benefits, and resulted in $325k plus annual cost savings.
* Created initial corporate policy manual, employee handbook and all internal communications. Consequently, all employees had an understanding of business plans, operating practices and performance measurements.
HEALTH SCIENCES UNIVERSITY, September, 1993 - October, 1995
State health sciences university, with over 11,000 employees located in five campuses, and encompassing seven medical schools, two community mental health services centers and a 530 bed center-city trauma hospital.
Director, Human Resources Administration
University-wide responsibilities included management of compensation and benefits departments. Additional duties included Human Resources strategic planning, Human Resources Information Systems, employee recognition and involvement programs, performance management programs and systems (including Criteria Based evaluations), employee fitness center and two day care centers, Human Resources policy development and labor contract strategy development.
* Led cross-functional team to implement mainframe HRIS and payroll systems. The improved data management processes and technology resulted in over $1.5 million in annualized savings.
* Restructured and focused a previously dysfunctional compensation department to one more customer focused and results oriented. Processing time for job evaluations reduced by 70%, and time to fill vacancies reduced by 50%.
* Designed and implemented merit-based pay structure for management staff, implemented pay-for-performance process in three union contracts. The management staff became motivated and the contracts netted $1.25 million in savings annually.
* Working with compensation consultant, revamped job titling and compensation structure, simplified internal processes, eliminated redundant titles and provided consistency in job requirements.
BUSINES INFORMATION SERVICES, July, 1980 - September, 1993
World-wide leading provider of risk management products and services, generating $650 million in domestic sales by 7500 North American employees in 110 locations. Responsibilities varied over time in generalist and specialist roles. Duties included Human Resources strategic planning, business process re-engineering, employee benefits, compensation, policy development, management resource development, HR training, college relations/recruiting, workforce planning (staffing and reductions in force), HRIS, EEO/Affirmative Action, HR program management, communications, and HR Total Quality Management initiatives.
* Active member of division Total Quality Management Steering Committee that developed and implemented TQM processes throughout the business unit. The improvement in performance quality resulted in $15 million in cost savings.
* Member of Corporate Benefits Planning Committee that designed and implemented numerous benefit plan enhancements.
* Led cross-functional team to leverage technology and created paperless human resources and payroll processes via mainframe computers and remote workstations. New processes eliminated duplicate efforts, shortened processing time and generated $1.1 million in annual savings.
* Directly responsible for numerous organizational restructuring process re-engineering efforts that required workforce reductions of 2000 employees over a four-year period.
* Reorganized company staffing, college relations and succession planning processes to effectively staff four data centers and a telephone sales center, each with over 100 employees, in a cost effective manner.
Chronology of Positions
* Director, Human Resources (1991 - 1993)
* Manager, Headquarters Human Resources (1989 - 1991)
* Manager, Human Resources Projects & Research (1986 - 1989)
* Personnel Manager, Headquarters Staff (1983 - 1986)
* Personnel Manager, Central Data Collection (1980 - 1983)
CARPETING MANUFACTUER, July, 1979 - July, 1980
Major in Human Resources/Labor Relations, and pursued, concurrently,
M.A. degree (90% complete) in U. S. Business and Labor History.
Major course of study in U.S. History.
American Society for Training & Development
Society for Human Resources Management
World At Work (formerly ACA)
New Jersey Compensation Association
American Electronics Association