Highlights:
EDUCATION
M.S. - HR Management & Development, 1997 - National-Louis University 4.0/4.0
B.S. - Health Care Management, 1993 - Southern Illinois University 3.75/4.0
HISTORY
10/05 to 04/07. Barrett Business Services Incorporated, Bakersfield Branch, Bakersfield, California – Senior Human Resources Consultant. Provide HR Consulting Services to small to medium sized employers in all key areas of Human Resources. Currently work with more than 14 clients with total employees exceeding 500.
12/01 - 10/05. HEALTHSOUTH Bakersfield Rehabilitation Hospital, Bakersfield, California - Director, Human Resources. Responsible for all HR Functions/services for inpatient and outpatient rehabilitation facilities, reporting directly to the Administrator/CEO. Develop, coordinate and manage general training and in-service programs. Frequently asked to advise and assist other HealthSouth facilities with Human Resource issues. 275+ employees in hospital and outlying clinics, 85% are degreed professionals.
• Completed JCAHO and California State Licensing Surveys, scoring a 100 on JCAHO Survey and only two minor deficiencies on CALS.
• Reviewed and revitalized recruitment and retention efforts. In less than one year, turnover rate decreased from 26% to 9.8%. 2004 turnover is 8.7% facility-wide and 5.75% in Nursing and Therapy. First and second quarter 2005 turnover is 4.1% facility-wide and 2.43% in Nursing and Therapy.
• Conduct continuous analysis of market, ensuring competitive compensation programs. Plan and implement special compensation programs as needed.
• Reduced vacancy rate of market sensitive positions from 20 weeks to 12 weeks.
• Reorganized Inpatient/Outpatient Therapy Departments, resulting in annual savings of more than $500K in salary, wages and benefits.
04/01 - Present. University of Phoenix, Northern California Campus, Bakersfield Learning Center, Bakersfield, California - Adjunct Faculty Member. Develop course syllabus and specific materials relating to course objectives. In a facilitative role, instruct and evaluate student progress using the criteria of course objectives. Class size ranges from 16 to 30 adult learners.
• Provide instruction in 14 undergraduate and 13 graduate courses in Benefits, Compensation, Employment Law, General Management, Human Resources Management, Leadership, Organizational Behavior and Organizational Development.
• Currently have an overall average of 4.8 on a 5.0 Scale for student course surveys conducted by University. Instructor peer assessments and evaluations also average 4.8 on 5.0 scale.
04/01 - 12/01. Director, Human Resources & Administration, Vasinda/Around the Clock Companies (Interim Contract). Responsible for all facets of Human Resources & Administration for 250+ EE allied healthcare multi-company organization. Significant achievements include:
• Initiated standardization of policies and procedures across companies.
• Implementation of Flex Benefit Plan (Section 125)
• Key player in the successful completion of HCFA/DHS Audit & Survey.
• Took lead role in the organizations initial (First) JCAHO Accreditation Survey, scoring a 94%.
08/99 - 03/01 Catholic Healthcare West –Central California Region, Bakersfield, California, Regional Manager, Compensation & Benefits. Led a team of four specialists, responsible for designing, implementing, controlling and reconciling competitive compensation and benefits programs for the region. 4200+ employees located at 5-hospitals, 1-managed care agency and 1-physician management service agency in the region.
• Planned, developed and implemented self-insured health care plan for employees and their beneficiaries replacing commercial carrier. Initial savings of more than $1.5 million and projected savings of more than $2.0 million in succeeding benefit years. New plan was well received by employees as program provided a higher level of benefits with lower premium costs.
• Benchmarked and cross- walked multiple grading/salary systems into a standardized region-wide grading/salary system. Establishing common point-factor system similar to Hay system.
• Piloted and administered process to replace five different retirement plans in the region with a single integrated plan. New regional program provided choices to employees of a Defined Benefit, Defined Contribution, or combination. Plan enthusiastically accepted by employees and cost neutral to the organization.
• Instrumental in the Nursing Union contract negotiations, offering creative compensation programs that were acceptable to Nursing Union and aided in a timely settlement of expired contract. Upon ratification of contract, implemented compensation and benefits programs agreed to by Union representing more than 275 RN’s.
• Lead role in the redesign and reorganization of nursing leadership structure throughout the region. Including job evaluation, redesign of positions, and creation of a succession plan to prepare nurse leaders for increased responsibilities. An initial savings of $275K to the Region in salary, wage and benefits.
08/98 - 08/99. CGH Medical Center, Sterling, Illinois - Director, Human Resources. Leading a staff of six, provided full-service HR support including consultative services to all levels of the management team, compensation, benefits, employee health, JCAHO, organizational development, payroll, performance management, recruitment & retention. 800+ employees in a municipally owned rural healthcare system with a durable medical supply facility, home health agency, medical offices, medical center and outlying clinics.
• Initiated creative changes to recruitment and retention programs. Positively influenced recruitment by centralizing control of advertising, sourcing and identification of viable candidates, reducing cost per new hire and vacancy rates. Established consistency in special programs such as relocation, sign-on bonuses, scholarships and ensuring offers were equitable based upon market and skills. Designed and implemented methodical approach in the screening, interviewing and selecting new hires. Created structured behavioral interviewing formats for a variety of positions.
• Planned and guided a collaborative process involving a cross section of employees in creating a competency based performance management system that supports pay-for-performance.
• Initiated program to establish core competencies for supervisory and management positions using OD interventions, information gathering and the Career Architect® program.
• Key contributor in the upgrade of the Facility's Lawson® Software system from a General Ledger, AP/AR system into a fully integrated financial system. This required designing, keying and testing of Lawson® HRIS/Benefits/Payroll modules and KRONOS Timekeeping system enabling full integration into the Lawson® Financial system.
• Updated and revised payroll policies and procedures to ensure consistent pay practices.
05/96 - 08/98. Aurora Healthcare Corporation, Milwaukee, Wisconsin - Director of Human Resource Services, Sinai-Samaritan Medical Center/Milwaukee Heart Institute/Aurora Corporate areas.
Delivered full-service HR support with a staff of seven, including staff/manpower analysis; EEO/AAP, awards/recognition, diversity & service excellence programs; provided consultative services to all levels of management in the area of employee relations and performance management; JCACHO preparation; liaison with corporate compensation & benefits, employee health, organization development & loss prevention services offices. 6500+ employees located in large teaching medical center/heart institute, corporate headquarters (10 miles from Medical Center Campus), sports medicine facility and six outlying clinics.
• Managed and controlled multiple budgets to include employee benefits budget of $16.1 million; four operating budgets totaling more than $1.8 million.
• HR officer on a multi-disciplinary contract review team. Performed HR due diligence and developed contingency staffing plans to end an embedded long-term service contract with outside vendor. Realized immediate savings of $850K and savings of $1.2M in the second year.
• Shaped plans and processes to expedite the consolidation of staff at two separate (Sinai and Samaritan) campuses into a newly built single campus. This integration would result in 16 departments at each campus being merged together. Required substantial change management as these two hospitals were of completely different cultures (Jewish Hospital and Lutheran Hospital). With approximately 1150 employees being merged together with only 850 employee positions post-consolidation. Managed this process through completion without a single lay-off or negative community or employee reaction.
09/95 - 05/96. Senior Human Resources Representative, St. Luke’s South Shore
Provided all HR services to this Aurora Healthcare Facility including recruitment & retention, rewards and recognition, providing guidance to hospital management; employee relations JCAHO preparation; liaison with corporate HQ in the areas of compensation & benefits, employee health, organizational development and loss prevention services. 750+ employees in 120 bed acute care facility.
12/94 - 09/95. Northpointe Achievement Center, Zion, Illinois - Director of Human Resources
• Established a full service HR Department where one did not exist. Lead recruitment and retention efforts as the Agency doubled in size. 225+ employees in a social service agency providing services to the mentally and developmentally challenged.
1988 - 1994. United States Navy - Experienced in leadership, decision-making and administrative management.
• Chief Administrator, Navy Recruiting District Los Angeles, California 1991- 1994 Leading a staff of nine provided administrative, personnel (including civilian personnel) legal, training and information service functions to the entire district. 325+ military and civilian personnel located at over 52 sites throughout Southern California, Hawaii, Guam and American Samoa.
• Personnel and Administrative Officer, USS CALIFORNIA (CGN 36) 1988-1991. Directing a staff of 26 different specialists provided administrative, personnel, legal and training services. 650+ personnel on a nuclear-powered cruiser.
CERTIFICATIONS
• Senior Professional in Human Resources (SPHR) - Human Resources Certification Institute (HRCI) Expires January 31, 2012.
• Certified HR Generalist - Society for Human Resource Management (SHRM)
PROFESSIONAL MEMBERSHIPS
• Society for Human Resource Management (SHRM)
• American Society of Healthcare Human Resources Administrators (ASHHRA)
• World at Work (Formerly American Compensation Association (ACA) )
• HealthCare Human Resources Management Association of California (HHRMAC)
• Kern County Chapter Society for Human Resource Management (KCSHRM)
Reviewed and revitalized recruitment and retention efforts. In less than one year, turnover rate decreased from 26% to 9.8%. Following year's turnover is 8.7% facility-wide and 5.75% in Nursing and Therapy. First and second quarter turnover is 4.1% facility-wide and 2.43% in Nursing and Therapy.
Reduced vacancy rate of market sensitive positions from 20 weeks to 12 weeks.
Reorganized Inpatient/Outpatient Therapy Departments, resulting in annual savings of more than $500K in salary, wages and benefits.
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