Robert Schwartz

Reported to the Vice President of Finance and Administration, served as senior human resources executive for the University's staff of 8,700.  Responsibilities included, staffing and career development, compensation, employee and labor relations, benefits, diversity and inclusion, work-life/childcare, HRIS, organization development, training, and internal communication.

• Led a comprehensive review of healthcare programs resulting in new healthcare options achieving $2.5M savings annually in healthcare expenses.
• Reorganized the Human Resource function and its staff of approximately 100, in leading and fortifying new culture focusing on workplace excellence, customer service, consultation and business decision support.
• Reengineered staffing and selection processes for the over 1,800 annual staff appointments. Changes resulted in a 17% reduction in time-to-fill in FY08; 13% improvement in the number of positions filled; dramatically enhanced pipeline of candidates for future openings and increased satisfaction from hiring managers.
• Led a cross-functional, multi-level project team in the design of a leadership development program and a supervisory effectiveness initiative.
• Implemented new performance management process for management and professional staff and linked compensation guidelines to performance results. Participation increased from less than 50% in 2004 to almost 80% in 2008.
• Improved labor-management relations by building strong working relationships with Union leadership. Successfully led union-management project to establish consistent approach for goal setting and performance feedback among bargaining unit staff. Off-cycle to contract negotiations, reached agreement to eliminate two of four health plan options for bargaining unit staff resulting in annual savings of almost $1M.
• Led staff diversity and inclusion efforts which established Yale's first Chief Diversity Officer. Achieved a 24% increase in minority representation in the Management and Professional ranks.

Reported to the Executive Vice President and CEO, provided executive leadership for the organization's human resources strategies and served on its Executive Operating Committee.  Biomedical Services provides more than half of the nation's blood supply with revenue of $2B and over 20,000 employees, 52 separate labor agreements and 340,000 volunteers in the United States and Puerto Rico.

• Successfully led a major restructuring of the headquarters organization achieved greater strategic focus resulted in over $15M in ongoing, recurring cost savings and 15% reduction in headcount.
• Led a comprehensive work redesign process and Continuous Improvement Program which identified and mapped over 250 core processes across all major functional areas. Successfully eliminated over 20% of work activities while maintaining required focus and resource allocation against critical business priorities.
• Created structure and processes to reinforce new cultural values emphasizing product quality, regulatory compliance and safety of the nation's blood supply through individual accountability, results orientation and teamwork.

Senior human resources executive on the Operating Management Board reporting to President and CEO. Led global human resources and employee communications initiatives for global communications and Internet services enterprise (annual revenue of $1.5B and 1,900 employees in over 80 countries).  Teleglobe was a fully independent operating company of Bell Canada Enterprises, Canada's largest communications company.

• Introduced a strategic talent management process for senior leaders including performance management process, assessment, 360° development feedback, and succession planning.
• Developed market-based total compensation plan for senior management worldwide incorporating cash and non-cash compensation benefits and perquisites.
• Revitalized the Human Resources function by providing strong proactive leadership and direction. Reengineered the function's work processes resulting in $5M annualized cost savings, and 40% reduction in headcount all while delivering dramatically improved services to the organization.
• Supported Teleglobe through bankruptcy protection proceedings developing and implementing a successful retention strategy for employees in transition.

Reported to the President and CEO, and served as a member of the Executive Committee and Board of Directors for Nabisco’s Canadian operating company comprising sales of $1B, 3,500 associates, eleven manufacturing facilities and three sales forces. Led the Human Resource, Corporate Affairs and Facilities functions. • Led the successful restructuring of Nabisco Canada’s Grocery and Snack Divisions into a unified organizational structure leveraging cross-functional business teams. • Forged a new organizational culture, focused on growth, leadership, and accountability through the development of new organizational values and a supporting change management process. Nabisco Ltd was named one of Canada’s Top 100 Employers in 2000. • Developed a highly successful retention strategy designed to retain talent through the change of ownership to Kraft Foods. Turnover was reduced by 50%.