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<pre>Array ( [var] => cut_url ) </pre> Resume for Roger D. for HR / Recruiter / Construction & Home Improvement in Eagan, Minnesota. Search More Resumes for HR / Recruiter on Resumark.com #7SUXPGW4P
 

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Resume for Roger D. for HR / Recruiter / Construction & Home Improvement in Eagan, Minnesota




Occupation: HR / Recruiter Industry: Construction & Home Improvement
Country: United States City: Eagan
State: Minnesota ZIP: 55122



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Roger D.
Kings Wood Lane, Eagan, MN 

..

Career Profile  

HR executive with broad business acumen and “get’er done” change management experience who specializes in aligning HR’s work with business strategy and integrating all the HR functions so they perform synergistically. 

Professional Experience and Results  

Ecolab – Food and Beverage Division, St. Paul, MN .  Premier $M Division providing cleaning and sanitation solutions to the “Who’s Who” of the industry. 

Division Director, Education and Talent Development.  Recruited to turn around function and create and implement strategy to facilitate division’s global growth plans.  Also helped ensure associates could deliver company’s value proposition through selling and service processes taught in department’s programs. 

  • Created department’s first Strategic Plan.  Enabled team to achieve all goals within budget including:
  • Improving new hire Field Sales Training Manual compliance from % to % in less than one year.
  • Improving managers’ perception of division’s Sales Training & Onboarding Program from . to . Scale = .  Associates impacted.
  • Constructing and launching , fielddelivered “MeetingInABox” modules within months and having another “under construction.”  Customer feedback = “Exactly what we need.”
  • Selecting and implementing division’s first, global Learning Management System LMS.
  • Contributing directly to Lean Six Sigma projects as a “SME.”  Also developed one green belt.
  • Taking $.M of Molson’s business away from largest competitor through the codesign and facilitation of the division’s first ever Global Brewing Program.
  • Increasing the division’s customer training “Knowledge and Confidence” metrics from . to .+ Scale = .  Metrics were selfassessed by customer associates.
  • Increasing customer payments for training from .% to % through the establishment and use of new accounting procedures.  Customer demand also increased during this same period.
  •  
     

    Actus Lend Lease, LLC – Nashville, TN .  $M joint venture between Actus and Lend Lease focusing on developing, designing, constructing and maintaining new privatized military housing.  Lend Lease = largest real estate development company in the world. 

    Division Director, Human Resources.  Recruited to turn around HR and address noncompliance issues related to being a government contractor. 

  • Created and implemented department’s first Strategic Plan.  This led to team achieving all goals within budget, within nine months including:
  • Creating and implementing firstever, structured approach for recruiting and staffing.
  • Providing leadership and oversight to a junior HR staff member which led to the successful reorganization of the company’s administrative support services.
  • Collaborating with the GM to conduct first divisionwide succession planning assessment process.
  • Hiring and training two new staff members and also assessing and refocusing existing staff.
  • Leading divisionwide initiative to provide online Harassment Training for over associates to address noncompliance issue in California.
  • Creating and implementing three affirmative action compliance programs that helped company avoid noncompliance risk as a government contractor.  Results were achieved by collaborating with an outside expert.
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    Centex Construction Balfour Beatty Construction – Nashville, TN .  Industry leading $M negotiated fee healthcare construction division. 

    Division Vice President, Human Resources.  Recruited to lead start up and sustainability of division’s first “professional” HR department and also contributed significantly to HR initiatives at sector level. 

    Conducted full needs analysis with customers and other benefactors in order to identify and prioritize needs.

  • Created and implemented department’s first Strategic Plan which led to team achieving results and later being perceived as the “HR company model” by division and sector executives.  Results included:
  • Creating and implementing firstever “Candor Index.” Index improved every year. Associate feedback = “Keep improving the candor.  It’s helping me focus my performance and helping to speed problem solving.”
  • Improving Performance Assessment Process compliance from approximately % per year to %.  Result was achieved by establishing and closely monitoring a new, competencybased process.
  • Designing, delivering, and facilitating at least one major Job Family Development Program per year.  Associate & executive feedback = “Our new training is engaging, fun, and helping to produce better results.”
  • Increased internships by over % while sustaining % retention of new graduate hires by creating, implementing, and leading a new oncampus recruiting approach.
  • Developing and implementing a Feedback Program for company’s “Top .”  Program was used to assess group’s strengths and weaknesses.  Feedback:  “Invaluable to talentrelated processes.”
  • Partnering with an industrial psychologist to provide behavioral, cognitive, and personality testing to support assessment, staffing, feedback, coaching, and manpower planning processes.  Feedback = “Very helpful.”
  • Collaborating on the design of company’s first job classification process and salary structure including creation of new job descriptions for all positions.  Division had fewest compensation exceptions in the sector when implemented due to division’s compensation work before this process was implemented sector wide.
  • Authoring and implementing sector’s firstever Employee Engagement Survey Process.  Process was aimed at enabling the sector and divisions to do a better job of recruiting, developing, and retaining associates.
  • Lowering headhunter fees in excess of $M by implementing a structured approach to recruiting and staffing including research and implementation of:  Applicant Tracking System ATS; internal job posting process; employee referral bonus program; behavioral interviewing; and other “Best Practices.”
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    Rogers Group, Inc. – Nashville, TN .  Largest $M industryleading, privatelyheld aggregate limestone mining company vertically integrated into asphalt construction. 

    Corporate Director, Human Resources.  Recruited to move company’s HR from tactical and administrative to being a consultative strategic business partner.  Another key focus = “Help family members ‘be all they can be’ and use lessons learned with family members to migrate practices to general employee population.”  

  • Developed and implemented first HR Strategic Plan.  Helped company achieve five consecutive years of earnings growth while more fully supporting company’s decentralization strategy.
  • Partnered with an industrial psychologist to provide behavioral, cognitive and personality testing to support assessment, staffing, feedback, coaching and manpower planning processes.  Feedback = “This data is very helpful to the staffing and developmental processes.”
  • Created and implemented a new Feedback Program that reduced costs by $K per person and also achieved a % reduction in learner contact time.  Also provided the majority of all “coaching” to participants.
  • Automated performance assessment process and put HR services online.
  • Led team that increased employee recognition opportunities by over % senior executive mandate.
  • Implemented changes identified through Malcolm Baldrige Assessment Process resulting in HR being assessed as “Department with the greatest improvement.”
  • Delivered “BHAG Communication Series” to equip top people to more fully support company’s growth strategy.
  • Saved over $M in recruiter fees in the recruiting of a mix of + employees while implementing a parallel Job Posting Process that led to % of positions being filled internally.
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    Genesco, Inc. – Nashville, TN .  $M multidivision business focusing on the design, manufacture, sourcing, wholesaling and retailing of consumer footwear and other fashionrelated products. 

    Multiple Titles, Human Resources.  Recruited by COO to partner with him and Operating Company Presidents to move company’s culture from manufacturing to marketingdriven partly through revitalizing and restructuring company’s management and employee development initiatives.  Presidents valued the process and decided to continue this work even after the COO was fired.  Also held Mitre Sports HR director role at the same time. 

  • Managed and facilitated the succession planning process for Footwear that covered eight divisions.
  • Delivered media training that contributed to an amicable resolution of a hostile union situation.
  • Collaborated with Mitre Sports President to hire new talent and refocus existing talent in order to complete reorganization of executive team.  Led to improved division performance.
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    Nortel Networks – Nashville, TN .  $B global producer, distributor, and installer of telecommunication equipment and systems.  

    Multiple Titles, Human Resources.  Recruited to assist the CEO “in defining and establishing the company’s culture so associates would be able to manage and lead the ‘Nortel Way’.”  Later led or contributed to a wide variety of global HR initiatives. 

  • Collaborated with teammates, and Nortel leadership, to develop and implement three, stateoftheart “Building Block” onboarding programs that were delivered to over , employees in four years.  Vanderbilt University Impact Study described “Building Blocks” as “Nortel’s most culturally identified item.”
  • Designed and implemented company’s Operations Development Program Supply Chain.  Program’s focus = “Nortel Way of managing operations and manufacturing” including use of quality and lean tools and concepts.
  • Participated as key member off global team charged with starting the corporation’s firstever global subsidiary.  This included serving as HR liaison for HR leaders in the ten, new business unit locations around the world.
  • Promoted three times in six years.
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    M Magnetic Audio/Video Products Division – Hutchinson, MN .  $M division engaged in the manufacturing and distribution of commercial and retail magnetic recording products.  

    Multiple Titles, Human Resources and Operations Management.  Recruited specifically to bring stability to Training Coordinator role and to create trustbased relationships with firstline supervision.  Later, role focused heavily on training for, and implementation of major change initiatives such as TQM and Lean Six Sigma. 

  • Participated as key member on teams charged with implementing largescale change initiatives.
  • Initiated a communitybased initiative “HELP” to assist employees in acquiring college degree credit.
  • Served as General Supervisor for a plant operating department of + Associates.
  •  

    Crow River Cooperative Vocational Education Center – Hutchinson, MN .  Public, cooperative vocational education center funded by multiple school districts with curriculum aimed at training students for entrylevel employment in specific fields. 

    Instructor, Media Technology.  Recruited to startup, design, develop and implement new, leadingedge, competencybased vocational education curriculum. 

  • Multiple students went on to post high school training and have established wellpaying careers for themselves.
  • Education  

    B.S., Industrial Education Graphics, Moorhead State University.

    Ongoing Certifications, Training, and Recognition  

    A full roster of continuing education course activities and certifications will be provided upon request.

    Affiliations  

    Society for Human Resource Management, Human Resource Planning Society, and American Society for Training and Development.


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