Talent Management Consultant Resume Example
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TALENT MANAGEMENT CONSULTANT
Professional Summary
Strategic Human Capital Management Leader with Extensive Success in Organizational Development, HRM, E-HR, Talent Acquisition, Executive Coaching
An innovative HR leader experienced in building organizational success with a bottom-line perspective. Recognized for consistent corporate success in partnering with management to meet business goals.
An innovative HR leader experienced in building organizational success with a bottom-line perspective. Recognized for consistent corporate success in partnering with management to meet business goals.
Skills
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Work History
01/2001 to Current
Talent Management ConsultantCompany Name – City, State
Assist clients in making sustained improvements in workforce performance at the organizational, managerial and individual contributor level. Provide consulting and coaching services to address goal alignment, communication, people development needs and selection strategies including:
Assist clients in making sustained improvements in workforce performance at the organizational, managerial and individual contributor level. Provide consulting and coaching services to address goal alignment, communication, people development needs and selection strategies including:
- Design, manage and deliver executive coaching and high-potential coaching programs
- Develop and support leadership, cross-functional and departmental teams
- Provide professional development (career ladder development) and role clarity strategies
- Identify organizational performance improvementstrategies Design ideal job profiles and administer candidate assessments, provide talent match analysis (hiring-for-fit)
- Conduct executive searches Provide career coaching and outplacement services
08/1998 to 12/2000
E-HR Lead Functional ConsultantCompany Name – City, State
Led a consulting team and collaborated with IT staff to improve HR work process productivity.
Led a consulting team and collaborated with IT staff to improve HR work process productivity.
- Improved HR workflows and user training. Increased manager-user productivity significantly with 100% adoption rate.
- Significantly improved HR customer service ratings. Dramatically improved turnaround time on all transactions.
- Reduced recruiting time-to-hire by 50%. Improved monitoring of recruiter performance, enabling proactive corrective action for openings showing slow time-to-hire.
- Supported aggressive growth (acquisitions) and organizational change with HR work process redesign and automation.
- Provided functional HRIS project management support. Identified requirements, designed best-practice business work processes, customized HR software to meet requirements and trained user groups including senior management.
- Led and directed the design, development and implementation of an Oracle HR manager self-service tool, a resume processing center and an executive information reporting tool including an HR Scorecard (HR Dashboard).
04/1992 to 11/1994
Corporate Manager, E-HR and HR ReengineeringCompany Name – City, State
Led four project teams of HR field managers with representation throughout the country. Assessed and redesigned work processes impacting human resource functions.
Led four project teams of HR field managers with representation throughout the country. Assessed and redesigned work processes impacting human resource functions.
- Redesigned external staffing process resulting in 50% reduction in time and 40% reduction in costs.
- Developed internal staffing process, including succession planning, operational game planning and new hire orientation. Saved approximately $150,000 annually by restructuring national process for hourly wage determination.
- Reengineered relocation services function through outsourcing. Recommended for implementation throughout PepsiCo, savings projected to be over $1 million per year.
- Developed and implemented policy and procedures for liability issues related to security and privacy in the workplace, specifically related to electronic information.
- Developed strategic plan based on business goals and imperatives, providing direction and clarifying expectations.
- Directed design and implementation of a national employee locator system and reporting database.
- Redesigned merit pay process, resulting in more useful and effective management analysis.
- Implemented new operating system and LAN for headquarters HR, enhancing staff productivity and interactive sharing of information.
- Coordinated needs analysis, evaluation and implementation of compensation management system, resulting in more efficient job analysis and wage analysis for HQ compensation department.
02/1981 to 04/1992
Group Manager, Human ResourcesCompany Name – City, State
Directed all aspects of employee relations, organizational development and talent acquisition including high-volume recruiting for multiple organizations within the corporate office. Served as college recruiting liaison. Provided key support for integration of personnel through acquisitions and divestitures. Directed activities of HRIS function and served as EEO officer.
Directed all aspects of employee relations, organizational development and talent acquisition including high-volume recruiting for multiple organizations within the corporate office. Served as college recruiting liaison. Provided key support for integration of personnel through acquisitions and divestitures. Directed activities of HRIS function and served as EEO officer.
- Partnered
with executive team on property divestiture resulting in smooth property sales
and employee transitions.
- Directed national college recruiting program. Trained line management in on-campus interviewing techniques and developed recruiting strategy that resulted in high-quality candidates and 90% acceptance-to-offer ratio in a highly competitive market.
- Initiated and facilitated management team-based performance and workforce development/succession planning.
- Managed
corporate EEO/AAP and successfully responded to EEO charges. Developed and
promoted multiple proactive programs including diversity training to managers,
INROADS minority opportunities and business/school partnerships.
- Developed salary planning process in conjunction with pay-for-performance matrix. Coached line management in the application of pay-for-performance principles.
- Directed corporate HR information systems including team facilitation of MIS, contract programmers and two staff members.
10/1997 to 07/1998
Talent Management ConsultantCompany Name – City
See above.
See above.
09/1996 to 09/1997
Interim CEOCompany Name – City, State
Provided interim change management and financial stability with full balance sheet responsibilities. Led a team of 14 professional and administrative staff in successfully delivering a critical financial turnaround for this professional, non-profit association.
Provided interim change management and financial stability with full balance sheet responsibilities. Led a team of 14 professional and administrative staff in successfully delivering a critical financial turnaround for this professional, non-profit association.
- Increased total assets by 35% (1997 YE assets of $1.1 million vs. 1996 YE assets of $815,000) through enhanced marketing and program design.
- Generated $781,578 net income on $3,700,500 in revenue (21%). Increased net cash on hand from $-28,450 at YE 1996 to $320,000 at YE 1997.
- Assessed and realigned staff to be more responsive and productive. Identified gaps in staff skills and abilities in comparison to strategic direction.
- Created a web community management team to develop key strategic delivery tools for member services. 100% of related expenses offset by website advertising income.
- Outsourced various association management components to reduce costs and improve quality including marketing communications and graphics design coordination.
- Obtained highest conference net income ($1.1 million for a 3-day conference) in the organization's history.
- Surpassed previous conference net income by 92% through cost control and effective marketing. Produced conference's best income-to-expense ratio in previous five years (2 to 1) while maintaining the conference's reputation of high quality (conference feedback surveys indicated best conference in membership history).
- Reversed a three-year decline in membership retention through enhanced member services and membership renewal marketing. Increased the morale of the volunteer leadership (chapter presidents, special interest groups and committee chairs) through increased responsiveness and delivery of support.
- Developed 1998 plan aligned with strategy to effectively deliver significant increase in educational programming and member services using cost-effective strategies.
- Assisted with transition to outsourcing professional association services firm.
12/1994 to 08/1996
Director, Human ResourcesCompany Name – City, State
Led an HR team in providing human resources direction and cultural change for partners and managers in seven locations of this regional law firm with $100 million in revenue, 250 attorneys (100 partners), 250 staff. Reported to the Chairman. Responsible for annual staff budget of $7.5 million and health and welfare benefits of $1.7 million.
Achieved 43% reduction in staff turnover (from 45% to 19%) and 30% reduction in attorney turnover (from 35% to 10%) through morale-building responsiveness, a quality-oriented staffing strategy, a market-based compensation strategy and results-based performance management system.
Tightened control of compensation dollars and increased employee morale by designing and implementing a market-based compensation system. Developed salary bands and grades for all job families. Provided extensive employee education on new system.
Designed and implemented a pay-for-performance merit-to-market matrix program that supported the continuous improvement philosophy. Contributed to improved morale, lower turnover and increased productivity.
Achieved 10% reduction in revenues-to-staff expense ratio (lowest in firm's history).
Reduced health benefit costs by $170,000 through plan redesign and vendor negotiations with minimal impact to level of benefits. Improved profitability of billable staff through optimization efforts.
Successfully introduced and implemented self-directed, team-based management.
Co-chaired with the firm's Controller the selection and implementation of a 401(k) program including new administrator and new fund choices. Provided extensive employee education.
Led an HR team in providing human resources direction and cultural change for partners and managers in seven locations of this regional law firm with $100 million in revenue, 250 attorneys (100 partners), 250 staff. Reported to the Chairman. Responsible for annual staff budget of $7.5 million and health and welfare benefits of $1.7 million.
Achieved 43% reduction in staff turnover (from 45% to 19%) and 30% reduction in attorney turnover (from 35% to 10%) through morale-building responsiveness, a quality-oriented staffing strategy, a market-based compensation strategy and results-based performance management system.
Tightened control of compensation dollars and increased employee morale by designing and implementing a market-based compensation system. Developed salary bands and grades for all job families. Provided extensive employee education on new system.
Designed and implemented a pay-for-performance merit-to-market matrix program that supported the continuous improvement philosophy. Contributed to improved morale, lower turnover and increased productivity.
Achieved 10% reduction in revenues-to-staff expense ratio (lowest in firm's history).
Reduced health benefit costs by $170,000 through plan redesign and vendor negotiations with minimal impact to level of benefits. Improved profitability of billable staff through optimization efforts.
Successfully introduced and implemented self-directed, team-based management.
Co-chaired with the firm's Controller the selection and implementation of a 401(k) program including new administrator and new fund choices. Provided extensive employee education.
Education and Professional Development
Bachelor of Science, Organizational Psychology, Texas A&M
University, College Station, TX
Advanced studies for Masters. Focus on organizational and industrial psychology, business management and labor relations.
Certified Facilitator - The Coaching Clinic® for Managers and Leaders
Certified Professional Behavioral Analyst (DISC) (TTI Success Insights)
Certified Professional Motivators Analyst (TTI Success Insights)
Certified Professional TriMetrix HD Analyst (TTI Success Insights)
Certified Change Practitioner (Tension Management Institute)
Advanced studies for Masters. Focus on organizational and industrial psychology, business management and labor relations.
Certified Facilitator - The Coaching Clinic® for Managers and Leaders
Certified Professional Behavioral Analyst (DISC) (TTI Success Insights)
Certified Professional Motivators Analyst (TTI Success Insights)
Certified Professional TriMetrix HD Analyst (TTI Success Insights)
Certified Change Practitioner (Tension Management Institute)
Affiliations
2007 – 2014 Member,
TTI Success Insights Visionary Partners Forum (by invitation)
2005 – 2014 TTI Success Insights Community Service Award (annual recognition)
2003 – Present Workforce Magazine, Contributing Author
2003 – 2006 Greater Dallas Chamber CEO Roundtable, Roundtable Facilitator
2001 – 2010 Boy Scouts of America, Troop Committee Member, Unit Commissioner
2005 – 2014 TTI Success Insights Community Service Award (annual recognition)
2003 – Present Workforce Magazine, Contributing Author
2003 – 2006 Greater Dallas Chamber CEO Roundtable, Roundtable Facilitator
2001 – 2010 Boy Scouts of America, Troop Committee Member, Unit Commissioner
Additional Information
Contributing Author, Workforce
Magazine, 5+ years
Published Article, Workforce Solutions Review, January 2013
Author, Career Coaching for Students program for high school students
Author, Career and Success Skills Master for college students
United Way: Corp Campaign Coordinator
IHRIM, Inc.: International Board Member, Chapter President, 1980 - 1998
SHRM, ISPI, ASTD: Member, intermittent throughout career
Published Article, Workforce Solutions Review, January 2013
Author, Career Coaching for Students program for high school students
Author, Career and Success Skills Master for college students
United Way: Corp Campaign Coordinator
IHRIM, Inc.: International Board Member, Chapter President, 1980 - 1998
SHRM, ISPI, ASTD: Member, intermittent throughout career
Experience Summary
01/2001 – Present
Talent Management Consultant, The Nielson Group, Dallas, TX
08/1998 – 12/2000 E-HR Lead Consultant, BMC Software, Inc., Houston, TX
11/1996 – 11/1997 Interim CEO, IHRIM, Inc., Dallas, TX
12/1994 – 08/1996 Director, Human Resources, Haynes and Boone, LLP, Dallas, TX
04/1992 – 11/1994 Group Manager, E-HR and HR Re-engineering, Frito-Lay, Inc., PepsiCo, Plano, TX
02/1981 – 04/1992 Group Manager, Human Resources, Allied Signal Corp (now Honeywell), Houston, TX
06/1979 – 02/1981 HR Generalist, Tuboscope-Vetco, Inc. (Now Varco International), Houston, TX
08/1998 – 12/2000 E-HR Lead Consultant, BMC Software, Inc., Houston, TX
11/1996 – 11/1997 Interim CEO, IHRIM, Inc., Dallas, TX
12/1994 – 08/1996 Director, Human Resources, Haynes and Boone, LLP, Dallas, TX
04/1992 – 11/1994 Group Manager, E-HR and HR Re-engineering, Frito-Lay, Inc., PepsiCo, Plano, TX
02/1981 – 04/1992 Group Manager, Human Resources, Allied Signal Corp (now Honeywell), Houston, TX
06/1979 – 02/1981 HR Generalist, Tuboscope-Vetco, Inc. (Now Varco International), Houston, TX
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Resume Overview
Job Titles Held:
- Talent Management Consultant
- E-HR Lead Functional Consultant
- Corporate Manager, E-HR and HR Reengineering
- Group Manager, Human Resources
- Interim CEO
- Director, Human Resources
