Chief People Officer or Chief Human Resource Officer - Human Resources
Chief People Officer or Chief Human Resource Officer - Human Resources
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Chief People Officer or Chief Human Resource Officer Resume

Desired Industry: Human Resources SpiderID: 81797
Desired Job Location: Kingston, Rhode Island Date Posted: 2/7/2019
Type of Position: Full-Time Permanent Availability Date:
Desired Wage:
U.S. Work Authorization: Yes
Job Level: Executive (President, VP, CEO) Willing to Travel: Yes, 25-50%
Highest Degree Attained: Bachelors Willing to Relocate: Yes

Highly accomplished, results-driven, and people-focused professional, offering leadership experience in various
industries; complemented with a solid background in human resources, culture and people strategies. Exemplify
excellent adeptness in measuring performance through scorecards, metrics, and analytics. Demonstrate
outstanding organizational capability in conceptualizing and executing initiatives toward achievement of goals and
objectives of the company. Possess strong interpersonal, communication, and public speaking skills in building
relationships with individuals of all levels, C-level executives and board of directors; along with bilingual fluency in
English and Spanish.

Vice President, Chief People Officer Feb 2012–Present
 Lead all primary functions of HR related to the hiring, development and retention of a 1000 employee workforce to
achieve overall business objectives
 Restructured and employed a comprehensive, competitive, and cost-effective benefits plan and well-being program
for the company, which resulted in decreasing per member per month (PMPM) costs by 5% and boosted health saving
account (HSA) enrollment by 90%
 Led two major outsourcing workforce initiatives that saved the company $20M per year
 Introduced a comprehensive well-being program that integrated health, finance, emotional, and social pillars through
healthy habit tracking application (Virgin Pulse app), educational programs, team competitions, food offerings and
fitness; leading to an increase in staff mobility of 19%
 Led the efforts to be recognized as the Best Places to Work for LGBTQ equality index, Human Rights Campaign (HRC);
Best Places to Work, Providence Business News (PBN); Healthiest Employers of Rhode Island, Providence Business
News (PBN); and PBN’s First Diversity & Inclusion Award, Providence Business News (PBN)
 Formulated new pathways to link corporate values, including accountability, collaboration, integrity, and respect
with the company’s recognition program, which increased core value recognition of staff from 10% to 40% within
three months
 Created a learning hub “Blue University”, guided by the corporate strategic plan that includes e-learning, classroom
instruction, mentorship programs, coaching academy, high-potential (Hi-Po) programs and leadership development
& transformation; 80% of staff participated in one or more learning experiences, which led to a 60% increase in
movement and promotions
 Spearheaded the annual succession planning and calibration process; currently, 80% of the executive team has an
internal successor, up from 20% in previous years
 Responsible for managing 480,000 square feet of facilities, talent acquisition and talent management: employee
compensation, benefits, and relations; human resources information systems; health & well-being; diversity &
inclusion; and leadership & organizational development
 Drive efforts in implementing an HR dashboard and scorecard for the management to establish a culture of analytics
across the organization which decreased staff turnover by 5% and reduced time to fill by 7 days
 Conceptualize a thorough talent acquisition strategy and career portal that meets the needs of the mobile workforce
with quick and easy access that improved the applicant brand experience, total application time is less than 3 minutes
 Facilitate an internal culture assessment through focus groups, leadership interviews, and surveys utilizing the
Organizational Culture Inventory (OCI) tool to understand potential gateways and barriers, while generating a “Fouryear plan 2018–2021” that emphasizes culture change by creating a high performance accountable culture
 Incorporate diversity and cultural competence across all divisions and programs through a D&I strategic plan that
was linked to corporate goals, as well as directing the creation of 6 Employee Business Resource Groups (EBRGs) and
the Diversity Council (DC); people of color increased by 6% and women in top leadership grew 22%
 Produce a high-performance culture model that combines goals, values, values in action, and competencies;
measuring performance and compensation throughout the organization: which increased productivity, retention and


Bachelor of Science in Business Administration, Minor in Industrial Management and Marketing

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