Jay Snider

Energy Harbor

SR HR Manager, Akron, OH (*Company sold)                                                                  2/2020-Present

SR HR Manager for a leading energy producer and provider utilizing Nuclear, Fossil, Retail Sales and Power Trading.  Managed, transformed and developed field HR operations including 4 HR Managers, 10 total members.  Lead for risk aversion and senior business partner for corporate team.   Transformed HR from administrative to strategic business partner.  Bridged field and HR Shared Services, coached senior leadership teams, aligned strategic union initiatives across the sites, reported HR KPI on monthly basis for Nuclear ELT, lead special projects.

• Generated long and short-term HR strategy incorporating field, corporate, Sales, Nuclear and departmental short- and long-term goals and objectives.  Developed union strategy and how to align across sites.  Launched departmental annual goals in collaborative environment.
• Coached, managed and developed field team of 4 HR Managers and 10 total reports.  Enhanced prior HR model through rebranding HR vision and impact, inclusion, diverse thinking, idea generation, team building.  Monitored needs of the business while building an agile project model using Rocks to track and monitor performance.
• Risk aversion lead for HR as company emerged from First Energy in 2020.  Included: policies, processes, union partnership, organizational structures, compensation and market rates, employee engagement and governance.
• Recognized needs for synergy during Energy Harbor emergence from First Energy introducing new processes and ways of thinking within the new work model.  Examples include reviewing and streamlining current processes and policy realizing they shape culture and behavior, coaching leadership on attrition and how to make it a proactive verse reactive activity, re-shape union strategy and how to enhance union relationships.
• Developed and launched employee review and employee discipline process recognizing behaviors that will shape the company in present and future as well as DEI initiatives. 
• Partnered with employee engagement groups as chief counsel to aid in the launch of their new platforms including People Health and NEW (Network for Empowering Women).
• Report on HR KPI metrics on monthly basis to Nuclear ELT.  Re-structured report to give HR insight, analysis and recommendations along with data report out.  Alongside Nuclear ELT joined VP of HR in regular Shared Service Committee Meeting report outs to C-Suite.
• Collaborated with business leaders on departmental reorganization including Nuclear and Retail Sales.  Ensured employee care and engagement post exercise: mapping strategic plan, mapping communication plan, mapping execution and post plan follow up.
• Responsible for large scale company initiatives including Fossil closure and recruitment.  Coached HR Manager as regional project lead through exercise, simultaneously mapping out project impact at Corporate and Nuclear level once project left the Fossil region. 
• Created training platforms in cooperation with field HR and the business to enhance employee performance and experience.  Example includes Generational Engagement training to aid management partnership with employees from different generations.

Kichler Lighting

People Services Director, Independence, OH (*Reorganization - job reduction)                      7/2019-1/2020

People Services Director with a 4-person team in charge of HR Operations and Analytics plus the Shared Service relationship for a 600-employee manufacturing and distribution company.  Leader of the companies HR operational footprint including Total Rewards, Employee Engagement and HRIS.  Partnering with senior leadership team created new company policies with focus on employee engagement and diversity.  Enhanced Workday HRIS functionality partnering with IT and compliance, lead to enhanced employee experience in both on and off-boarding.

Introduced analytical diversity of thought into recruiting model and marketing employee engagement survey results.

Ranpak Corp.

Corporate SR. HR Manager (Director) and Business Partner, Concord Township, OH         4/2016-7/2019

*Earned job promotion to global head of HR strategy

SR Corporate HR leader and executive business partner responsible for developing and implementing the global HR transformation strategy for a PE backed global 550 employee paper packaging company with 275MM in sales.  Responsible for managing and developing the HR team, HR operations and analytics, M&A integration, executive coaching, change management, global HR strategy, Total Rewards and Performance Management, global organizational restructure, cultural change, recruitment strategy, for both commercial and manufacturing sides.

• Managed and developed the America’s HR team including business partner, benefits, recruiting and payroll. 
• Envisioned and implemented global HR transformation including vision creation and execution that encompassed commercial and manufacturing sides.  Included was overhaul of HR Operations including use of analytics.
• Created and implemented the first global talent assessment and development program impacting 500+ employees in over 12 countries including WC.  Using analytics gave C-Suite first global talent assessment highlighting key gaps and areas of strength using 9-block, global skill assessment and performance vs. promotion.  High potential development program was created which netted an increase in promotions 25% within 2 years.
• Collaborated with Global VPs to restructure North American engineering, operations and marketing organizations.  New model defined responsibilities and rules of engagement improving internal collaboration between engineering, marketing and operations.  Job mapping became clear resulting in 38% increase in voluntary training.
• Coached C-Suite and senior leaders in effective leadership and communication strategy.  Introduced training programs such as collaboration at the executive level and improved communication strategy with employees.
• Partnered with leadership team and lead HR M&A integration activities providing counsel along the way.
• Designed and implemented global compensation program focused on pay grades, market conditions, bonus pay and attrition within key skill groups such as Sales, Engineering, Marketing and Production. 
• Restructured Sales and Production bonus plans to enhance diversity and better motivate behavior.  Negative 12% budget impact in 2017 has 15% ROI in 2018 measured by inventory turns, timely project delivery, sales, attrition. 

Markem-Imaje (Dover Corporation)

Senior Human Resource Business Partner, Keene, NH                                                       7/2013-4/2016

Sr. HR Business Partner leading a 3-person team for a global print identification company owned by Dover Corporation with 3,000 employees and over 900 million in sales.  Reporting to the HR Director of the Americas was responsible for partnering with commercial and manufacturing sides of the business.  Involved with project leadership including partnering with CFO and Global HR and Works Council on yearlong 750k global finance restructure, organizational analysis, coaching global and regional leadership, cultural change and employee engagement, M&A integration, recruitment strategy, compensation analysis, talent assessment and development.

• Global HR Project Lead for 750k global finance restructure partnering with CFO and executive leadership team.  Project included collaboration with senior financial leaders including CFO, Global HR and WC groups.  Project lasted 1 year and included the complete life cycle from planning through post project analysis.  Project completed on time within budget resulting in a new financial organizational model with 100% acceptance of identified talent.
• Coached global and regional senior leaders on cultural and employee engagement activities to increase attrition.  Results were a 30% increase in employee engagement based on 2-year survey from measuring active participation in employee development programs and volunteer participation in growth model exercises.  Formal training program utilizing internal resources saved $45,000 in the training budget and increased participation levels 22%.
• Partnered with Global Engineering Product Director on company reorganization, structural alignment and cost containment.  Resulted in new engineering global organizational model with focus on engineering disciplines and project management.  Throughout project collaborated with global engineering leader on creating the organization and coaching the leadership team.
• Supported regional M&A integration of a German based company and its product lines. Active participation in the complete M&A process for NAM including the relocation of product and talent to Keene, NH.
• Created talent acquisition plan including the creation of a college relationship program improving time to fill.  Results included a 25% reduction in time to fill and the creation of a formal internship program to provide resources for current engineering projects and entry level talent for the organization. 
• Enhanced Sales Bonus Program after recognizing influx in attrition and negative results to recent employee satisfaction survey.  New program improved rate of monetary recognition incentivizing sales team to attack new markets and customers.  Survey of sales employees a year after rolling out turned a negative 37.5% rating in satisfaction to a 70% satisfaction rating, a 32.5% differential.  Restructuring of sales bonus program, VOC, improved communications and active listening saved 13 of 15 disgruntled employees.  Over 10 mos. period saw sales increase of 8% and net win of 5% for company after increased bonus amounts paid.
• Developed budgetary and compensation analysis exercises using Mercer and Radford.  Result was increase in first offer success rates to 85% level due to market competitive offers. 
• Managed and coached an HR team of 3 including the successful development and promotion of an employee.

Mueller Company

Assistant HR Manager/ Strategic HR Generalist, Chattanooga, TN                                     5/2011-7/2013

Region Assistant HR Manager for national water distribution company with over 3,000 employees and over 700 million in sales.  In charge of strategic planning and initiatives for two manufacturing plants including 410-person union plant (foundry), a non-union plant of 105 plus the R&D facility.

• Collaborated with Operations Manager and USW to reorganize plant structure up for increased productivity.  Result was successful modification of employee contract giving greater flexibility to departmental managers and internal movement increasing productivity with minimal impact to company strategy.
• Introduced diversity and inclusion to senior leadership team when making strategic decision on company direction.  Brought considerations for the plant personnel to the table enhancing employee engagement and experience.
• Developed non-union employee engagement and internal succession plan.  Improved high potential pool of employees 10%, time to fill for exempt level positions by 32% and reduced agency fees by $110,000 in two years.
• Designed and implemented succession planning and calibration program, introduced job mapping.  Turn over reduced 35% over 2-year period in professional functions providing a net savings of $135,000 (including recruiting cost and lost time).
• Trained managers in Change and Conflict Management, Delegation, Communication.  Result was 15% reduction in voluntary resignation and 20% fewer grievances over employee treatment.
• First and second chair for unions and negotiations and created negotiation strategy for contract negotiations.  Successfully partnered with unions to drop grievance rate 35% and won 65% of 1^st step meetings. 

ABB

Account (HR) Manager/ HR Strategic Partner, Raleigh, NC                                                4/2008-4/2011

*Earned job promotion February 2009 to HR Shared Service Center

Account Manager working in HR Service Center for 3-billion-dollar Power Product, Corporate Research and Field Sales divisions of ABB with 12 sites and over 1,600 employees.  Championed recruiting and business partnership activities for both commercial and manufacturing operations including: workforce planning, internal attrition, cost containment, fair compensation across businesses.  Partnered in change management projects including the centralization of HR functions and SAP implementation.

• Lead workforce planning and strategic development exercises (including people review and calibration sessions).
• Developed strategic HR sourcing model for business groups.  Result was an actualized $150,000 savings of agency fees through strategic sourcing and planning.  Created employee referral process in a joint project with a colleague that increased employee referral hiring 30%.
• Change management project lead on implementing SAP for HR and the new centralized HR model.  Successfully partnered with departmental leaders on new SAP HR model and its impact on their daily business. 
• Managed personal recruiting team and hiring strategy including implementation for Union and Non-union sites.
• Assisted in launch of the new HR Service Center.  Was part of the “Road Show” team for largest organization within ABB selling the new HR model and its impact on their HR operations.  Through detailed communications strategy and first year results received satisfied customer rating.

Adecco Engineering and Technical                                                                                      11/2004-3/2008

Sr. Technical Regional Recruiter/ HR Strategic Partner, Orlando, FL, (7/2006-3/2008)

Technical Recruiter, Columbus, OH, (11/2004-7/2006)

*Earned job promotion July 2006

Laboratory Corporation of America, Columbus, OH                                                                3/2003-11/2004

Recruiter/ HR Generalist (Regional)

American Electric Power (AEP), Columbus, OH                                                                              2000-2002

Human Resource Specialist

Education

BA, Ohio Wesleyan University, Delaware, OH                                                                                     

Professional Associations and Volunteering

HR Leadership Group of North East Ohio (2018-Present)

(Non-profit) Beck Center of Arts HR Committee; completed BVU’s Role of the Board training (2019-Present)

Currnt.com HR Discussion Group (sharing best practices across diversified HR community) (2019-Present)

Committee advisor for Auburn Career Center (2016-2019)

Small business volunteer coach for Avon, OH companies through Alignable (2018-Present)

Tools

HRIS/ ATS – Workday, SAP, PeopleSoft, Taleo, UltiPro

Lean Manufacturing principles

Compensation – Mercer, Radford, Salary.com

Microsoft Suite