Human Resources Manager - Human Resources Resume Search
Human Resources Manager - Human Resources Resume Search
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Human Resources Manager Resume

Desired Industry: Human Resources SpiderID: 34994
Desired Job Location: Hudson, Wisconsin Date Posted: 3/25/2010
Type of Position: Full-Time Permanent Availability Date:
Desired Wage:
U.S. Work Authorization: Yes
Job Level: Management (Manager, Director) Willing to Travel: Yes, 25-50%
Highest Degree Attained: Bachelors Willing to Relocate: Yes

Multi-faceted Labor Relations and Human Resource Leader proven at providing the communications and common sense for driving change, promoting a positive/productive working environment and winning the trust of managerial peers and the workforce. Strong business, quantitative and legal skills have been refined as a contract negotiator and while problem solving a vast array of complex/sensitive challenges. Regularly is able to provide a unique or innovative perspective and value-added credibility as the result of personal shop floor and union experiences.

Paralegal Certification – 1990 – Carthage College – Kenosha, Wisconsin
Bachelor of Science, Labor and Industrial Relations – 1987 – University of Wisconsin, Parkside - Kenosha, Wisconsin

· Society for Human Resource Management
· Racine County Board of Supervisors – 1996 to 2000. Served on Personal and Finance Committees
· Numerous other school, community and charitable committees/programs

005 to 2008: AIRCRAFT SERVICE INTERNATIONAL GROUP – Minneapolis, Minnesota
Providing ground/cargo handling, fueling, equipment maintenance, deicing, terminal management and other services to airlines.
Human Resources/Labor Relations Manager
· Managed WARN notice requirements and processes following company withdrawal of its contract with MSP Airlines consortium for fueling and fuel tank farm management and successfully mitigated termination liabilities by transitioning 95% of employees to the new contractor.
· Accommodated the transition of oversight under the National Labor Relations Act to the Railway Labor Act and subsequently from union represented to non-union.
· Developed facility specific compensation structure and policies.
· Guided the cultural transition of the management team from the long-term union environment to the non-union.
· Assumed reporting and research responsibility for the ongoing OFCCP desk audit working to minimizing the outcome.
· Work interactively with our contractors to resolve formal and informal issues and complaints.
· Lead transition of employees from HMO benefit to PPO, defined benefit plan to a 401k, and work rule and policy changes.
· Key HR function for the start-up project at Terminal One, John F. Kennedy International Airport.

2003 to 2004: HUFFY SPORTS COMPANY, a division of HUFFY CORPORATION – Sussex, Wisconsin
$85 million manufacturer of institutional and residential basketball systems, inflatable balls and marketing specialties
Director of Labor Relations/Human Resources
Responsible for a 3-shift plant, encompassing 150 union production, 80 professional and up to 125 contingent employees. Duties feature labor relations and generalist functions, including: contract negotiations; safety; agreement interpretation and alignment to operating needs; restoration of positive communications and morale; employee/managerial training; compensation; payroll and benefit administration; career coaching; succession planning; policy development and handbook updating; HRIS system; and staffing oversight.
· Identified, investigated and addressed union employees’ frustration/mistrust resulting from past failures to deal with their claims. Favorably resolved sex/race hostile environment, overtime, job/pay disparities, etc.
· Led sub-negotiations and agreement on several crucial working condition issues. Set the tone for primary negotiations to conclude 1-week early and at the same “real dollar” cost as the past contract.
· Teamed in addressing indifference to preventative/curative safety issues. Drove employee and managerial communications quantifying safety improvements to profit/productivity goals. Incidents declined 50%.
· Pre-emptive, self-enforcing efforts to correct identified pay inequities significantly influenced the fast and favorably completion of an OFCCP desk audit.
· Re-energized the timely and conscientious adherence to the performance management system, review processes and compensation plan. Guided enforcement and drove greater managerial understanding of its integration with and impact on organizational development, overall goals and discipline.
· Conducted exempt/non-exempt market surveys and benchmarking to ensure the currency of compensation and benefits in meeting retention goals, a ceiling for collective bargaining and viable succession planning.
· Avoided budget crisis following the market withdrawal of the Health Insurer agreed to in contract negotiations. Rapidly developed RFP, sourced and negotiated with vendors and contracted with a lower cost alternative.
· Partnered with new Workers Compensation carrier in building a user-friendly administrative infrastructure for communications and claims management. Controlled long-term costs by persuading insurer to bring several successful challenges to claims originally set for approval.
· Proposed changes to attendance policy supported by an economic comparison/analysis on payroll costs and productivity. Changes would also improve the likelihood of success in challenging unemployment claims.
· Customized new HRIS system by adding necessary categories and classifications for use in a union facility.
· Pro-actively improved internal/external communications to manage the volatility and costs related to the need for temporary workers. Worked with agencies to improve skill identification and return attendance.

2001 to 2002: RYDER SYSTEM, INC./INTEGRATED LOGISTICS DIVISION – Jeffersonville, Indiana
A third party provider of warehousing services for General Electric Appliance/Parts
Manager of Labor Relations/Human Resources
Diverse responsibilities for 220 union employees, 30 managers/exempts and 100+/- temporaries.
· Managed WARN notice requirements and processes following company’s loss of its contract with G.E. and successfully mitigated termination liabilities by transitioning 99% of employees to the new contractor.

1996 to 2001: MODERN BUILDING MATERIALS, INC. – Kenosha, Wisconsin
Manufacturer of pre-cast concrete products Labor, Safety and Human Resources Manager
Led the development and execution of human capital strategies and employment relations for 2 multi-state facilities, comprised of 280 union and non-union employees. Role highlighted strengths in: contract negotiations and administration; progressive disciplinary processes and grievance arbitration; benefit procurement, cost control and administration; staffing; state and federal regulatory compliance; policy development; and training.
· Aggressively investigated and managed resolution of 25+ employment claims by internal corrective actions. Responsive action and new training programs resulted in a culture change and a yearly decline in claims.
· Negotiated Lead Person role into supervisory-like responsibilities, eliminating $200k in payroll costs. Led consistent application of work rules resulting in the termination of Chief Steward and saving $40,000 annually.
· Drove competitive procurement processes for Workers Compensation, 401k, Health Insurance and Flexible Spending Accounts, leading to many plan enhancements and/or controlling costs.
· Averted Teamster organizing drive at the non-union facility by a strong and pro-active informational campaign.
· Successfully defended all 3 arbitrations brought during tenure, including the right to assign more skilled, lower seniority employees. Demonstrated equal effectiveness as company advocate in Worker Compensation, Unemployment, Wage/Hour and similar hearings.
· Authored the company’s first comprehensive employee handbook and all subsequent updates/enhancements.
· Reduced plant turnover in first year by new employee training detailing the business cycle, the likelihood of recall after layoff and the accumulation of benefits thru employment longevity. Later, top-grading of new employees and communications promoted favorable retention rate during a severe financial/budget crisis.
· Initiated program to address previously ignored and/or new OSHA requirements. Commencement of corrections persuaded OSHA to reduce wall-to-wall audit fines from $250k to $50k.

1991 to 1996: Served as Business Agent for Teamsters and as Union Representative/Organizer for the Service Employees (SEIU). Experience included: exposure to a diverse array public and private environments/industries; negotiating 60+ contracts; NLRB and DIHLR hearings; 15 successful organizing campaigns; and forging consensus between competing union factions.

Available upon request.

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