Talent Management Consultant resume example with 20+ years of experience
JessicaClaire
Montgomery Street, San Francisco, CA94105(555) 432-1000, resumesample@example.com
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.
Skills
Organizational development
Management development
Succession planning
Staffing, hiring assessments
Mergers, acquisitions and divestitures
Employee relations, communications
Profit/Loss accountability
Resource optimization
HR workflow reengineering, HR systems implementations
Talent management life cycle
Compensation structuring
High performing team development
Driving the strategic and tactical business ROI connections
Work History
2001 to CurrentTalent Management ConsultantGoogle Inc. | Oakland, CA,
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 improvement strategies
Design
ideal job profiles and administer candidate assessments, provide talent match
analysis (hiring-for-fit)
Conduct
executive searches
Provide
career coaching and outplacement services
Diverse client base ranging in size
and complexity. Sampling of clients include Medtronic, Pegasus Advisors,
Belimed, Jeitosa Group International, Texas Health Resources and Benjamin
Franklin Plumbing (nation-wide).
07/1998 to 11/2000E-HR Lead Functional ConsultantGoogle Inc. | Oklahoma, PA,
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).
03/1992 to 10/1994Corporate Manager, E-HR and HR ReengineeringAmetek, Inc. | Bedford, MA,
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.
From 1992 to 1993 as Manager, Human Resources Information
Systems, responsible for information systems including budgeting, team
facilitation of MIS, contract programmers and three staff members. Provided
ongoing support to all functional areas of human resources.
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.
01/1981 to 03/1992Group Manager, Human ResourcesUNION TEXAS PETROLEUM/ALLIED SIGNAL CORP (now Honeywell) | 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.
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.
09/1997 to 06/1998Talent Management ConsultantTHE NIELSON GROUP | City, , See above.
08/1996 to 08/1997Interim CEOIHRIM, Inc. | 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.
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.
11/1994 to 07/1996Director, Human ResourcesHAYNES AND BOONE, LLP | 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.
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
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
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