Rondi Frey

Rondi Frey


Learning and Organizational Development Leader/Human Resources Business Partner with extensive experience as a Human Resources practitioner, including sound knowledge and understanding of best practices across HR disciplines. A progressive leader with demonstrated success in developing and executing company-wide processes and strategies that build talent and deliver business results.


With a name like "Rondi" everyone is always asking me if that is my real name.... yes! it is.  I don't know much about the origin of the name, but I do know that most people I meet say "that is interesting" or "different".  I have to say - I really like being different!

If you are interested in learning more about the work I have done over the years, please reach out, and I will be more than happy to network and share best practices.  I always look forward to meeting new people.







Boot Camp (go for it!)

Work History

Work History

Director, Leadership and Organizational Development

Norwalk Hospital

Reporting to the Vice President of Human Resources, accountable for the direction of all “Workplace of Choice” strategic initiatives and services across the enterprise. An internal consultant, strategic partner and coach to Human Resource Team, and business leaders to help facilitate key initiatives.

§Leading the annual Employee Engagement Survey and action planning process across the hospital. Currently achieving 89% participation rate and Employee Engagement Index measure of 75%.

§Managing a cross-functional team that is charged with delivering new workplace of choice initiatives throughout the organization. Overall results include: Reduction in overall turnover from 6.4% to 3.9%; Reduction in turnover of Staff RN’s from 6.1% to 4.9%; Reduction in turnover of high performers from 1.8% to .09% and an increase of new hires obtained through referral program from 21% to 25.9%

§Refocused the performance management process (goal setting, annual review) resulting in the improvement of involuntary turnover (of poor performers) from 2.1% in 2007 to 5.7% in 2011. Currently designing and implementing new web-based system.

§Directing all talent management efforts, including talent review and VP/Director succession planning process, management of high potential programming and various senior leadership development initiatives.

§Created “Institute for Learning and Development” learning infrastructure. Programs and services include Assessment Center (Center for Creative Leadership, Myers Briggs, Style Inventories, etc), large portfolio of leadership development curriculum (such as Situational Leadership, Crucial Conversations), individual/group coaching, LEAN process improvement facilitation, teambuilding programs, new leader assimilation. Efforts have resulted in improvement of leadership positions filled internally from 20% in 2008 to over 35% in 2012.

Jan 2004 - Jan 2006

Director, Training and Development

Oxford Health Plans

Reporting to the Vice President of Learning and Organizational Development, accountable for the direction of management, leadership and organizational development initiatives across the Oxford Health Plan enterprise. Internal consultant and support to Human Capital partners, and client groups in areas such as strategic planning, employee engagement, performance management, team development, process improvement, organizational analysis and design.

§Established the “Oxford University” brand identity through the development of a comprehensive curriculum focused on building professional and leadership effectiveness.

§Project lead for annual employee engagement survey, achieving 79% participation rate and 90% completion of action plans across the business.

§Managed the implementation of the LMS system and the E-Learning platform.

§Directed performance management initiatives to include goal setting, annual performance review, succession planning process, management of high potential programming and various senior leadership development initiatives.

Jan 1999 - Jan 2004

Manager, Organizational and Leadership Development - Peoples Corporate University

Peoples Bank

Reporting to the VP-Organizational and People Development, directed bank-wide leadership and organizational development within People's Corporate University for 4000 person organization. Managed People's Corporate University client services consultant group which designs specific client-centered learning and performance solutions needed for driving business results.

§Built and led the People's leadership "brand" through the development of the Four Stages of Leadership Competencies, and the application of the model to HR people systems (recruitment, reward and recognition, goals, performance management, leadership programming, succession planning).

§Used leadership development resources and assessment tools to radically improve employee/team performance and individual self-mastery. Managed 360-degree feedback process. Analyzed information and trends collected from data to identify balanced scorecard measures and future leadership initiatives.

§Implemented learning metrics to evaluate and substantiate the value of specific learning programs, drive continuous improvement through content portfolio management, and make key decisions in allocating resources.

Jan 1994 - Jan 1999

Manager of HR Training and Organziational Development

UNUM/Provident Life Insurance

Directed training and development initiatives for 1000 person regional operations.

§Developed annual learning plan and performance metrics. Transformed antiquated MBO system to one that is accountability and performance based. Facilitated and managed all professional, leadership and executive level programming centered on creating competitive intelligence.

Jan 1992 - Jan 1994

Manager of HR Training and Development

Mercedes Benz Credit Corporation

Reporting to Director of Human Resources, accountable for training and organizational development efforts for multinational financial service organization with 600 employees in 7 locations including Canada and Mexico.

§Designed, developed and managed management development programs focused on leadership competence. Created first-ever succession planning process, enterprise leadership competency model, and process for assessing high potential.



Bachelors of Science

Syracuse University



Employee Engagement

Have been helping organizations build employee engagement using quantifiable metrics and plenty of action planning!

Coach and Mentor

Personal and/or Team Coach that helps others reach their maximum potential.


Have numerous certifications in various programs and assessment tools.



Drexler Team Development

NTL Institute

Corporate Coach University Methodology


Covey 7 Habits of Highly Effective Peoples


Benchmarks and Executive Dimensions

Center for Creative Leadership

Myers Briggs

CPP, Inc

Crucial Conversations

Vital Smarts