Shamaria L.

Smallis, SPHR

A strategic and innovative HR leader with over 20 years progressive experience in the entertainment,
banking/financial, aerospace, and manufacturing industries. Recognized as a trusted advisor to the executive and
leadership teams and has successfully built and led Human Resource teams that focused on the recruiting and
retention of key talent that drives business return of people investment. Known as a results oriented thinker with
excellent judgment, communication and influencing skills in conjunction with a proven track record of discovering
creative solutions that meet ever changing unique business needs and challenges.


 Strategic Planning  Successional Planning  Organizational Climate Survey
 Mergers & Acquisitions  Talent Acquisition Management
 Organizational Development  Talent Management  Employment Labor Law &
 Change Management  Performance Management Legal Compliance
 Leadership Development  Employee Relations  Health & Welfare
 Team/Relationship Building  Conflict Resolution

Caine & Weiner, Inc. June 2016 to Present
Caine & Weiner is a leading full-service Accounts Receivable Management enterprise with a network of
national collection centers strategically located throughout the country.

Vice President, Human Resources
 Create, execute and manage the strategies and policies for Human Resources department and payroll
 Lead and provide proactive leadership and expertise for the organization, while partnering with the Executive
Leadership team to understand business needs and objectives
 Develop programs to execute objectives and drive strategic initiatives
 Create and inspire a motivating culture to drive employee performance

ABM Onsite Services West, Inc. February 2015 to June 2016
ABM is a leading provider of integrated facility services, with over 100,000 employees. ABM provides commercial cleaning,
maintenance, facility engineering, energy efficiency, parking and security services for thousands of clients across the United States.

Regional Director, Human Resources (SoCal)
 Lead and provided proactive leadership and expertise for the HR functions, while partnering with the Executive
Leadership team to understand business needs and objectives. Guided and managed Human Resources services,
policies, and programs for 15,000 employees.
 Developed programs to execute objectives and drive strategic initiatives that support the region and promote
 Provided advice and counsel to management regarding personnel practices, progressive discipline, policy and
employment laws.
 Partnered with the Risk Management and communicated with internal and external counsel to achieve liability
avoidance and manage litigation.
 Ensured existing HR policies, programs, processes, and guidelines continue to comply with legal requirements,
and promote positive employee relations.
Shamaria L Smallis Page 2
 Acted as a business partner to identify, integrate and deliver corporate HR services through best practices
related to talent acquisition, organizational development, change management, talent retention, policy
administration, and performance management.
 Conducted group meetings to inform employees of current events, such as changes to policies, benefits, and
organizational structure, while maintaining positive employee relationships.

Cast & Crew Entertainment Services December 2009 to January 2015
Global leader providing payroll services to the entertainment industry supporting multi-sites (national and international), 300 U.S.
employees, 50 international employees.

Director, Human Resources
 Partnered with the executive team in the development of value propositions for succession planning and
restructuring by providing strategic HR support focused on recruiting, talent development and accountability
 Led HR strategic planning overseeing recruitment, compensation, benefits, payroll, employee relations,
training/development, and organizational effectiveness
 Spearheaded the growth of human capital by 53% assuring that our talent acquisition met the growing strategic
goals, operational objectives, and our evolving culture focused on innovation, personal ownership,
accountability and return on employee investment
 Drove changes in corporate culture, countering a “status quo” mindset to fuel process improvement initiatives
by implementing metric driven performance goals supported by a newly created bonus plan that drove
 Championed development of a formal human resources architecture to standardize operations and provide the
critical support for planned restructuring/expansion and accelerated growth
 Created a formal training/development organization, engaging internal resources and 3rd party vendors to
improve employee bench strength in the core areas of the business
 Managed the full implementation of ADP HRIS Enterprise; spearheading a process improvement initiative to
streamline HR administrative practices and procedures
 Key driver in developing and implementing first applicant tracking system, resulting in improved efficiencies
 Developed standardized global policies and procedures, allowing for increased efficiencies and more uniform
companywide understanding of importance of the process and better decision making employee retention &
recognition programs, performance management and succession plans
 Partnered with business leaders/HR Business Partners to solve complex business challenges
 Reduced annual HR expenses in excess of $100k

EXECPRO Services October 2008 - December 2009
Supported 300 U.S. employees and 8 divisions, which include the Milken Institute and Prostate Cancer Foundation.

Director, Human Resources
 Partnered and acted as a key advisor to business leaders assisting in the solving of complex business challenges
 Guided and coached the leadership team in implementing an effective organizational structure, operating
systems, processes and policy development that supported the organizations vision and goals
 Developed and implemented performance management and compensation systems to drive organizational
focus and performance
 Reduced recruiting costs by 50%
 Initiated a comprehensive benefits consolidation from 4 plans to 2 with cost containment guarantees
Shamaria L Smallis Page 3

Custom Sensors & Technologies January 2006 – August 2008
Over 4000 employees worldwide and sales of $604M, Custom Sensors & Technologies (CST) is a specialist in
sensing, control and motion products. CST offers customizable, reliable and efficient components for mission-
critical systems in Aerospace & Defense, Transportation, Energy, Infrastructures, Commercial & Industrial OEMs,
Medical, Food and Beverages and Building Equipment markets.

Organizational Development Manager/Corporate Human Resources Manager
 Partnered with managers and their teams to assess needs, develop and implement appropriate plans to increase
employee engagement and drive organizational performance. Led and managed the global recruitment process
for all leadership and professional positions
 Partnered with assigned client groups in the areas of employee relations, labor laws for multiple states, talent
management, compensation, policy interpretation, and employee development
 Resolved complex employee relations issues effectively and identified broader opportunities for long-term
success. Conducted effective, thorough and objective investigations
 Provided HR leadership in the identification of training and development needs, partnering with leaders in the
delivery of training initiatives that enhanced performance and success for their team members
 Led HR program rollouts such as Ethics Compliance training and our performance evaluation system for
assigned client groups
 HR leader responsible for global talent management including succession planning and high potential employee
identification and development

First Data Corporation July 1995 – January 2006
Global leader in the electronic payments industry. Billion dollar multi-site national credit card processing Company, supporting 2000
U.S. employees

Director, Human Resources
Developed and implemented a highly effective human resources plan that enabled the company to achieve its
objectives by translating business’ objectives into executable strategic people plans. Facilitated strategic planning
discussions with our leadership team to debrief “people” results and develop plans that positively impacted talent
retention, employee engagement and communication initiatives. Created a collaborative process to drive cultural
change and support the business model. Worked with key executives to develop value added pragmatic people
solutions tailored to specific business requirements and objectives that align to overall company’s missions, value
and strategies. Enhanced the talent in the organization by developing Talent Review, Leadership Development
Curriculum and a formal Succession process. Used analytics to demonstrate fact based cost-benefits analysis that
drove changes to people programs. Implemented an HR scorecard to hold the human resources department
accountable to the business resulting in increased HR employee engagement, implemented new Total Rewards
Program, increased diversity hiring representation from 10% to 30%. Instituted spot bonus employee recognition
program, Leadership Pipeline Training for high potential employees and streamlined/restructured the HR team to
focus on productivity drive enhanced skills.

Education/Certification and Affiliations
 Master’s in Business Administration, Human Resources Management, University of Phoenix
 Bachelor of Science in Business Administration concentration in Human Resources, University of Phoenix
 Senior Professional in Human Resources (SPHR) – Certified by HR Certification Institute (HRCI)Member:
National Human Resources Association (NHRA), Society for Human Resources Management (SHRM) and
Professionals in Human Resources (PIHRA)

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