Midland Memorial Hospital
(Health care facility with 1,400 employees servicing patient population of 370 beds).

Vice President, Human Resources (Senior HR Consultant from December ñ July, 2006)

Direct staff in delivering services including recruitment; training and development programs; compensation and benefits plans, including a restructured pension plan; employee relations, and communications to ~1.4K employees. Report to CEO.

Restructured entire pay grade system and ranges and developed implementation guidelines, resulting in uniformity of salary administration and reduction of potential liability for organization.

Developed HR policies/procedures and created/disseminated new handbook, providing managers with previously non-existent guidelines for consistent, uniform application and minimizing risks of discrimination charges.

Planned and oversaw reduction in force, spin off of clinics and outsourcing of
departments, resulting in more efficient realignment of resources and a savings of ~$4.25M/year.

Created, presented and obtained approval for 2005 Pay Plan, ensuring that market driven positions were paid competitively and quality of applicants sustained.

Developed proposal and cost benefit analysis of new outpatient pharmacy for employees, enabling them to purchase prescription drugs at 50-75% discount and saving hospital 25% in expenditures.

Redefined benefit pension plan to include two new contribution plans and educated workforce on benefit changes, decreasing hospitalís contribution by 50% and successfully managing a significant cultural change initiative with minimal disruption.

VALLEY HEALTH SYSTEM, Winchester, VA
(Health Care System with ~ 3,000 employees servicing 600 beds and 1M patients in Virginia, West Virginia and Maryland). Chosen as one of the 100 Top Hospitals in the U.S.

Oversaw 31 employees and all areas of Human Resources and Education for the System, including two hospitals; an Urgent Care facility; a for-profit pharmacy and lab; a Home Health Organization; a Rehabilitation Center; surgical center; two home care durable equipment stores; and a transport organization located in three states. Developed/ implemented strategies to standardize policies, job descriptions, compensation and benefits throughout System. Established career ladders for RNs and grievance procedure for employees. Managed Leadership Institute for managers as well as employee education curricula on customer service.

Institutionalized a cultural change initiative to create more customer-focused, culturally aware behaviors/ competencies on the part of staff, creating accountability where none previously existed.

Implemented STARS system and standardized performance evaluation metrics to align with new behavioral expectations, resulting in increased customer satisfaction scores of 5% within the first year.

Facilitated a change in strategy from functional to product line focus and aligned HR resources/policies to better support achievement of business objectives upon the introduction of five Centers of Excellence.

Designed/conducted new 5-day manager orientation, including training on HR issues and employment laws, Finance, Risk Management, and Materials Management; resulting in a more informed leadership and consistent application of policies.

Performed environmental scans, market surveys, and benchmarking to construct more competitive pay plans, increasing nursing staff retention by ~5%.

RICHLAND MEMORIAL HOSPITAL,Columbia, SC(Health care facility with 4,300 employees servicing a patient population of ~ 650 beds.)

Promoted four times in five years from entry-level Personnel Specialist to Director. Oversaw staff of 30 in all facets of HR and non-clinical education. Directed HR for Fairfield Memorial Hospital, an affiliate. Responsible for three self-insured health plans totaling $10M. Established ethics hot line and educational assistance program for employees. Evaluated/selected HRIS system.

Managed massive restructuring initiative following significant downsizing, including developing new job descriptions and removing redundancy in job roles/
responsibilities; creating a leaner, more efficient/productive organization with 10% fewer staff.

Created HR Update, an electronic newsletter, including such topics as changes to employment laws, strategies on addressing employee issues, and introduction of productivity tools, and distributed to 75 managers. This effort resulted in HR being perceived much more favorably and as a value-add organization.

Webster University
Columbia, SC (Corporate - Missouri)
MA - Master's in Management
GPA 3.9 -Distinguished Graduate

Bowling Green University
Bowling Green, OH
BS in Business Administration, major in Human Resources
GPA 3.96 - Summa cum laude