Vice President of Human Resources & Administration
Wayne County Airport Authority
VICE PRESIDENT OF HUMAN RESOURCES Run Airports) Senior level executive responsible for all areas of human resources and labor relations functions. Restructured entire human resources department; automated processes and created new human resources culture. Responsible for labor relations function for 13 unions; revitalized training group, installed AchieveGlobal customer service and leadership training programs, set forth vision for integrated learning management system/performance management/succession planning programs. Developed interim performance management/succession planning programs. Re-engineered human resources organizational structure, policies and procedures, re-wrote employee handbook and benefits manual, created recruiting marketing brochures. Restructured compensation system, and led an organization restructure process team. Developed and implemented several policies and programs including: Relocation assistance program, Severance benefit program, Educational assistance program, Business and travel expense policy(was entrusted by and worked with CEO & Board Chair to develop this program after organization received very negative media attention). Many employee handbooks and supervisory handbooks. Standard operating procedures & HR policies, automated HR processes. Reorganized a failing training unit to be very successful and productive, the training unit is now restructured as organizational development as value-added to the organization and is an integral part of the Talent Management Program. Upon arrival at the Wayne County Airport Authority, the HR department had undergone a very negative internal audit, with poor results. After my arrival, another audit was conducted and we scored much higher and were deemed to have done an outstanding job in restructuring the department. The audit was conducted by Jefferson Wells and is documented. Developed and implemented a talent management system that has four components: Recruiting, linking an employee's job to the overall organizational strategy, and uses our balanced scorecard as a measurement of progress; performance evaluation for employee development and succession planning. Integrated career center and development goals, automated the system by using Cornerstone Learning Management, all components are related to the WCAA strategic goals, objectives, and scorecard performance; competency assessments support WCAA core values. All employees, including unionized employees, participate in the talent management system. Have been requested to speak at many industry conferences concerning talent management, both at venues in the U.S. and in Thailand and South Korea at global conferences.