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Senior Vice President VP Human Resources in Tampa St Petersburg FL Resume Jeffrey Reeves

Senior Vice President VP Human Resources in Tampa St Petersburg FL Resume Jeffrey Reeves

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Jeffrey Reeves builds world-class human resources organizations and transformational change management programs.
Jeffrey Reeves builds world-class human resources organizations and transformational change management programs.

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Published by: JeffreyReeves1 on Mar 09, 2012
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J
EFFREY 
B.
 
R
EEVES
 
Blacklick, Ohio 43004614.477.5008 | jreeves436@aol.com | linkedin.com/in/jeffreybreeves
Build world-class human resourcesorganizations and transformationalchange management programs
Chief Human Resources &People Officer
Highly flexible and adaptable executiveleader with an unyielding focus on
serving as a “difference maker”
 
Global Human Resources &Operations LeadershipCultural Competency &Diversity InterventionsOwnership, Accountability, &ResponsibilityOrganizational Effectiveness,Growth, & RealignmentExecutive-Level Mentorship for Fortune 100 Business & HR Leaders
Business-minded operator and strategic visionary
Undeniable track record of successbuilding best-in-class HR organizations in Fortune 100 environments, championingtransformational initiatives, and restructuring teams and enterprises on a global scale.
Position HR as a vital business partner
—Promote a “Team First” concept with personal
and team accountability. Identify, coach, and mentor high-performance contributors todrive change and guarantee people, processes, and products meet business realities.
Renowned speaker, presenter, and celebrated author
Traveled around the countryengaging highly diverse audiences while delivering subject matter expertise in such areasas learning and development, passionate performance, personal branding, and more.
C
AREER
H
IGHLIGHTS
 
Inspiration Enterprise, LLC, Columbus, Ohio
CEO / Human Capital Consultant
(2008-present)Founded and built a leadership practice providing consultative support to Fortune 1000 companies in human resources, changemanagement, strategy development, and organizational development and effectiveness. Secured and engaged in key long-termexecutive leadership roles including serving as Interim SVP for a healthcare organization in Kentucky and Acting COO for a PEO inFlorida. Recruited and mentor a 7-
person team in assessing clients’ needs, designing ‘go
-
forward’ strategies, and working
collaboratively to institute transformational and world-class HR programs and lead mission-critical strategic business maneuvers.
 
 
 
 
Served as the visionary in creating an internal human resources and human capital infrastructure for PEO client,
spearheading transformation initiatives
impacting 7,500 small- to midsized-companies with 11,000 employees
to turnaround talent acquisition, compensation and benefits, training and development, and succession planning.
 
Designed and deployed a shared services model for healthcare client with 55,000 employees in 44 states,
creating a 3-yearhuman resources business strategy, dramatically improving employee engagement survey results
150% increase in bothparticipation and satisfaction
and reestablishing mission-vital performance management systems.Allianz of America Corporation, Novato, California
Chief Human Resources Officer
(2007) |
Chief People Officer, Allianz Life
(2006)Refocused, recalibrated, and aligned human resources as a business partner within this $20B company and North Americansubsidiary of the 15
th
largest company in the world, halting and reversing a 6-year trend of human resources atrophy. Held full P&Laccountability for a $60M budget and key strategic actions in the areas of human resources, diversity and inclusion, corporatecommunications and branding, charitable giving, facilities management, events and meeting planning, and government relations.Drove brand-building initiatives throughout leadership of a media blitz which generated strong ROI and goodwill.
 
 
 
 
Played a key role in the execution of the organization’s #1 change management initiative
HP2, The Human PotentialProject
involving almost 85% of the 1,300-member workforce and a $7M investment. Drove organizational transformationthrough innovative courses and coaching, fostering teamwork, honesty, and personal and team accountability.
 
Slashed costs $15M by working on a Chairman-sponsored initiative
to integrate the Fireman’s Fund and Allianz Life HR
functions into a consolidated unit serving 6,700+ employees. Eliminated redundancies surrounding all HR efforts includingcompensation, payroll, benefits, talent acquisition, training, call center, facility management, and communications.
 
Spearheaded an effort to build mission-critical global alliances throughout the enterprise,
working with German parentcompany to develop
from the ground up
global diversity training, succession and talent management tools, and aLeadership Institute impacting operations throughout Europe, North America, and Asia.
 
Reengineered and promoted the criticality of a performance-based culture,
dramatically reducing the number of
incomplete reviews from 500 in ’06 to just 12 in ’07, and ensuring reviews reflected actual business results with metrics mor
eaccurately representing a bell shape with precision in the distribution of performance ratings.
 
J
EFFREY 
B.
 
R
EEVES
,
 
2
OF
3
614.477.5008 | jreeves436@aol.com | linkedin.com/in/jeffreybreeves
C
AREER
H
IGHLIGHTS
 
Continued
The Ohio State University & OSU Medical Center, Columbus, Ohio
Consultant
(2005-2006) |
HR Executive & Chief Organizational Effectiveness Officer
(2003-2004)Provided strategic vision as a member of the Strategic Planning Executive Team and Medical Center Executive Committee for this$1.5B nationally ranked medical center with 15,000 employees and 6 hospitals. Championed change leadership andtransformational strategies to improve talent acquisition, training and development, succession planning, culture building, andperformance feedback and management.
 
 
 
 
Reduced administrative costs $4.5M while dramatically improving efficiencies and effectiveness,
through developmentand deployment of a shared-services delivery model and new Human Resources Information System (HRIS).
 
Captured an additional $11M in cost savings through consolidation of support functions
provided to the Medical Center,College of Medicine, and Office of Health Sciences, fueling a focus on improved clinician talent acquisition.
Sam’s Club, Bentonville, Arkansas
 
HR Executive & Chief People Officer
(1999-2002) Recruited to transform an underperforming 60+-person human resources team into a strategically focused business partner for this$43B division of Wal-Mart Stores with 100,000 employees and 650+ stores worldwide. Reported directly to the CEO as a member ofthe Executive Leadership Team, driving enterprise-wide transformation through strategic restructuring, consolidation, anddevelopment of best-in-class human resources infrastructures and benefits, compensation, and training programs. Reducedturnover 35% in select markets through a cost neutral compensation pilot program and proactive union avoidance activity.
 
 
 
 
Drove $5M in projected cost savings through strategic efforts
flattening management layers and increasing managementaccountability, restructuring and consolidating 20%+ of regional divisional field operations, successfully placing 93% of fielddirectors into new roles, and bolstering organizational efficiencies and effectiveness.
 
Designed and implemented a best-in-class human resources organization
serving as a benchmark for new businesspractices adopted by corporate and rolled out across all divisions of Wal-
Mart Stores. Transformed the department’s
chronically disrespected image to a highly respected world-class corporate business partner with enterprise-wide impact.
 
Improved management retention by 60%, fueled bench strength development, and fostered brand building 
not only bydeveloping first-
time training, leadership, and Sam’s Club University progr
ams, but also by piloting new compensationphilosophies to improve quality of
hire. Results flowed through to the store floor and transformed the company’s image.
 
Foundational Human Resources Experience
 
Federated Systems Group, Atlanta, Georgia
Vice President of Human Resources
(1998-1999) 
Top-ranked HR executive challenged to accelerate recruitment and training to ensure acquisition and retention of world-class technical staff.Positioned company as an employer of choice, developed competitive recruitment and compensation programs, and cut time-to-hire 25%.
 
US West Communications, Denver, Colorado
Vice President of Human Resources / Consumer Business Development
(1996-1997)
Managed Marketing, Sales, Finance, and IT, in addition to 3 new lines of business, supporting 18,000 employees in 14 states, steering theactions of 12 corporate officers and a 60-person HR team, and allocating a $4.5M operating budget. Streamlined staffing processes to reducecycle time 50% and source, select, and place new-hires in under 60 days. Created mentorship programs to fuel bench strength development.
 
Pepsi-Cola Company, Inc., Pennsylvania & Georgia
Director of Human Resources
(1994-1996)
Recruited to manage a tri-state market before being promoted to head the Southeast Region with 12 markets in 7 states. Transformed regionalranking in under 24 months from 12
th
to 2
nd
-place in revenue, market share, people initiatives, women in sales, retention, and safety.Developed 5-year labor strategy with union and spearheaded highly successful succession planning process.
 

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