Richard Vosburgh

Richard Vosburgh

Summary

Seasoned global HR executive in respected organizations where HR excellence directly impacts customer satisfaction and bottom line results. Broad, diverse experience: Specialist in organization effectiveness & generalist HR in business groups; field & headquarters; domestic & international (Europe & Asia); fix-it, turnaround, high growth, start-up, spin-off and merger experience. High-energy, results-oriented, hands-on strategic leader and business partner. Loves big challenges and gets a kick out of growing people and businesses. Active professionally in the Human Resource Planning Society (HRPS) as a member of the Board of Directors and the Executive Committee. Co-chaired the 2002 HRPS annual conference and in January 2003 was named Executive Editor for the Human Resource Planning journal. Was on the Board of Directors of HP’s Federal LLC (Chairing the HR/Compensation Committee); currently on the Advisory Board for the University of Southern California’s Center for Effective Organizations.

Work History

Work History
Oct 2008 - Present

President

RMV Solutions LLC
In addition to OD consulting, formed four alliances: (1) Managing Director, ArchPoint Institute to help organizations move effectively from strategy to execution (www.archpointconsulting.com); (2) Chair, Executive Committee for Zapoint, quantified talent management software as a service (www.zapoint.com); (3) Alliance Partner, ghSMART Executive Learning, A Player assessment, organizational training and certification (www.ghsmart.com); and (3) Alliance Partner, McMann & Ransford, developing HR as an internal consulting organization (www.mcmannransford.com).
May 2006 - Sep 2008

SVP-HR, Mirage Resorts

MGM MIRAGE
Reported to the CEO with full HR accountability for 9 properties & 35,000 employees. Delivered the recruiting, selection and training systems for the 76-acre, 12,500-employee CityCenter; opened the Employment Center. Led the RFP process resulting in new companywide software to support: E-Recruiting, E-Learning, and Talent Management. The two division company structure was eliminated, including my position.
Jan 2003 - Dec 2007

Executive Editor, People & Strategy Journal

Human Resource Planning Society
For five years, served as volunteer editor for this non-profit professional society's quarterly journal. Assembed a team of 5 to cover the Knowledge Areas we defined and we stayed together the entire 5 years. Involved working with thought leaders, creating and managing the pipeline to publish each quarter. Created new features, e.g. Point/CounterPoint. Rebranded the journal from Human Resource Planning to People & Strategy.
Apr 1999 - Jul 2005

VP-HR, Americas & VP-HR, Asia Pacific

HP
Vice President-Human Resources, HP Asia Pacific/Japan. (Singapore) Promoted 04/03 to lead HR for this 34,000 employee, $13B region. 14 country HR managers and 180 HR shared services supported Staffing, Total Rewards, HR Operations and Employee Communications. Chaired the HR Region Council and was on the corporate Senior HR staff. Supported growth plans in China & India. Left when no VP roles available upon 2-year assignment repatriation. Vice President-Human Resources, HP Americas Enterprise Systems Group. (Houston, TX) Promoted 03/02 with HP to integrate the two companies and Latin America into one team. Managed the workforce restructuring for the company’s largest region and business group. Vice President-Human Resources, Compaq North America. (Houston, TX) Promoted 10/99 to the top HR position for this $15 Billion, 15,000-employee division reporting to the SVP-GM. Reorganized HR and established mission, vision, values and performance plans. Upgraded leadership development and staffing. Restructured North America. Director-Organization Effectiveness. (Houston, TX) For this $35 Billion, 68,000 person global company, conducted work force planning and organizational restructuring following a CEO change. Initiated a company-wide Balanced Scorecard performance management system.
Jan 1996 - Apr 1999

VP-HR

Campbell Soup & Vlasic Foods
Vice President-Human Resources, Vlasic Foods International. (Cherry Hill, New Jersey) Reported to the CEO from 09/97. Chief HR Officer for this $1.5B spin-off, listed on the NYSE 03/98. Supported 8500 employees at 22 sites in 5 countries through 65 HR staff. Completed legal spin-off requirements for comp & benefits programs. Opened and staffed a new headquarters. Outsourced transactional HR with PeopleSoft HRIS and Hewitt Benefit Connections. Left when the company was on a bankruptcy path (occurred 2 years later); recruited by EVP-HR of Compaq who knew me from 1995. Director-Management Development and Training, Campbell Soup Company. (Camden, New Jersey) Reported to EVP-HR. With 32 field-based trainers, led the worldwide HR succession planning. Designed and implemented: (1) Individual Development Planning; (2) Structured Interview Program; and (3) Work Group Survey for team development. Rolled out a global training process and implemented accountability-based performance appraisal process. Promoted within the company.
Sep 1994 - Nov 1995

VP & Managing Consultant

The Gallup Organization
Reported to the President & CEO. Integrated the selection, customer survey and employee survey businesses. Began the development of a worldwide automobile practice across product lines. Sold the largest 1st-year selection contract for the Mercedes Benz/Swatch Watch joint venture--Created and executed the selection process for their Franchise Partners in Europe. Created the Gallup capability to offer selection services throughout Europe (12 countries, 5 languages). Left after 100% travel in Europe took its toll on the family living in Lincoln; recruited by ex-EVP-HR, PepsiCo who knew me.
Jan 1994 - Aug 1994

VP-HR

Hyatt Hotels & Resorts
Reported to the Senior Vice President-Administration who reported to the President and CEO. Full generalist responsibility for 43,000 employees and all aspects of guest service-oriented human resources. Planned and implemented Hyatt University. Designed and implemented a Performance Management and Career Development program. Assisted in a large-scale redesign of hotel and HQ organizations. With Gallup, began a 1-800 guest and employee survey measurement system to improve satisfaction. Left when the SVP-Administration was not promoted to President (and we both left); recruited by Chairman of Gallup, a mentor for 12 years previous.
Sep 1991 - Dec 1993

Chief-Organizational Development

VW HQ in Germany
Accepted a 2-year contract and reported to the President of the Marketing Management Institute who reported to the Board Member responsible for worldwide Sales and Marketing. Had international organizational effectiveness responsibility for the 23,000 retail dealerships. Completed a major customer satisfaction project for Dr. Lopez (#2 to the Chairman). Designed and piloted a dealership continuous quality improvement process. Executed programs for Dealer recruitment, selection, retention and performance incentives. Introduced employee and customer satisfaction measures and a European competition. Delivered international executive development programs at our conference/hotel facility. Executed plant-based Customer Comes First team development and quality improvement. Utilized 20 team consultants to help open Europe’s largest parts Distribution Center. Left at the successful completion of the two year contract, and recruited by a long-time PepsiCo colleague into Hyatt.
Apr 1990 - Jul 1991

VP-HR

Mervyn's, part of Dayton Hudson
Reported to the CEO. Full generalist Human Resources responsibility for 230 stores, 5 distribution centers and 40,000 employees. Managed 100 people and a $67 Million budget. Restructured and upgraded the HR department and met all first year change goals. Reduced hourly stores turnover by one-fourth to 57% and distribution centers to 18%. Installed a company-wide automated Benefits, HR and Payroll system. Defined cultural values with the top 150. Introduced Leadership, People Development & Teamwork into all performance appraisals. Led major reorganizations in stores, MIS & HQ. Left as company struggled financially and CEO cut this role (and had HR report to Legal).
Oct 1981 - Mar 1990

Sr. Dir.-Mgt. Dvlpt. & Training

PepsiCo: Pizza Hut & Taco Bell
Division Dir-HR, Taco Bell Atlanta, Georgia Reported to the VP-GM of the Southern Division with full generalist Human Resources responsibility for 650 company and 400 franchise stores (20,000 employees). Managed a $2.3 Million budget and established a new division office. Built a new HR group of 29 people. Originated the Value Menu approach to sales and marketing. Reduced turnover by 39% for Managers and 23% for Assistants. Reduced EEO charges by 57%. Increased tax credit dollars by 34%. Recruited for Chief HR Officer role as Taco Bell closed the Atlanta office. Sr. Dir-Mgt Dvlpt & Training, Taco Bell Irvine, CA Reported to the SVP-HR. After two years as Director was promoted to the PepsiCo executive level. Created and grew the function from 16 to 34 people and from a budget of $900K to $2.4M. Managed the promotability assessment and internal search process. Served as a senior management OD consultant. Set up & managed a 5 Training Center “University” system that trained 4,000 managers annually. Championed and delivered the first store level video training. Led the group designing all crew, manager and upper level training programs. Designed HR systems: Selection, appraisals, HRP, exit interviews, attitude & culture surveys. Designed all line operations store programs (manuals, rollouts, job aids, incentives). Planned and executed two major company reorganizations during the time described by Hammer and Champy in Re-Engineering the Corporation. Promoted to generalist HR role. Mgr-Mgt Dvlpt, Pizza Hut Wichita, KS Reported to the Senior Director who reported to the SVP-HR. Completed three annual company Human Resource Planning presentations for PepsiCo Chairman. Responsible for large-scale assessments of managerial performance and potential. Created and executed the first attitude survey feedback program for store employees. Developed and delivered the first full range management training program for the HQ. Promoted within PepsiCo.
Jul 1978 - Sep 1981

Analyst-EEO & Career Planning

GTE: General Telephone of Florida
Training Coordinator-Curriculum Development. Designed Business Office training with a professional staff of eight. Recruited away by PepsiCo for a larger job & career opportunity. Senior Personnel Analyst-EEO. Developed the first sexual harassment policy and training; and delivered the training for both HQ and field and to both management and union. Wrote the Affirmative Action plan. Investigated and responded to EEO charges. Staff of three. Personnel Analyst-Career Planning. Designed and administered three Assessment Center programs (GTE Model Program). Wrote and delivered the Assessor Training program. Wrote & implemented Career Planning & the Annual Review of Human Resources. Developed a Selection System to utilize all the information. Published in the Personnel Journal.

Education

Education
1975 - 1979

PhD

University of South Florida
1971 - 1975

BS

New College of Florida