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Candidate's Name , PHRPHONE NUMBER AVAILABLE; EMAIL AVAILABLEhttps://LINKEDIN LINK AVAILABLEPROFESSIONAL SUMMARYStrategic Human Resources LeaderUtilize relational equity with talent to drive organizational results, resulting in direct impact to the bottom line while growing and protecting the company.Design, communicate, and oversee execution of Human Resources strategies, accountable for employee supervision and budgets exceeding $2,000,000.Increase organizations ROI in recruitment, selection, and retention strategies, lowering unexpected turnover by over 20% and saving $200,000+. and reflective ofInnovate HR decision-making within the company, building management teams infused with critical competencies that reflect next-generation organizational leadership.Operations and Cost-Savings AccomplishmentsDirect implementation of cost-savings solutions, including lowering unemployment and EEOC claims costs: Won 98% of unemployment claims.Evaluated HR strategies to ensure alignment with business objectives, saving over $100,000. Maximized return on retention efforts while also improving overall performance within the workforce.Created leadership training programs to support employee promotion initiatives: Improved Managers competencies and lowered prevalence of Manager-Employee miscommunication and workplace conflict.People Leadership Business Goals/Strategy HR Regulations Employee RelationsProject Management Budget Management Talent Management Total RewardsContract Negotiations Legal/Compliance Risk Mitigation Vendor ManagementTraining/Development Performance Management Succession Plans InvestigationsPROFESSIONAL EXPERIENCEOwner/CEO11/2023-presentJoyner HR Consulting ServicesLLC-structured consultancy based on 18 years of experience as a Human Resources Business Partner. Assist small and large businesses, multiple industries and corporate structures as well as nonprofit organizations.HR Manager2/2022-11/2023Sensory AnalyticsOversaw the entire HR infrastructure, delivering effective leadership of: a. Recruitment/Selection/Retention; b. Compensation/Payroll Administration; c. Benefits Vendor Management; d. Compliance with Local,State, and Federal HR Regulations; e. Leave Administration.Directly supervised two (2) finance professionals and indirectly led all Department Managers: Ensured that individual and team performance exceeded expected ROI (Return on Investment) of $3,000,000 in personnel expenses.Invested in cost-effective staffing strategies: a. Grew staffing by 20% (15 employees), surpassing corporate goals; b. Created and implemented a retention strategy for managers, improving retention by 30% (from 50% to 80%) and saving $210,000 in talent costs.Drove benefits vendor decisions: Investigated and compared vendor proposals for price efficiencies and alignment with Sensory Analytics budgeting and talent management goals.Instituted an inaugural PTO tracking system, garnering $12,000 in cost-savings.Improved effectiveness of training programs: a. Interviewed Managers and staff alike to determine performance gaps; b. Devised programs to address performance deficiencies and to upskill employees competencies.Implemented new HRIS and trained managers and staff to utilize the system for attendance records, PTO requests, and Open Enrollment, achieving 100% user adoption and compliance.Directed the overall performance appraisal process, ensuring appropriate documentation to support employment decisions. Used appraisal structure to align goals and holistic training plan with business objectives.HR Director 8/2013-5/2022Westover ChurchDirected entire HR process for 60+ employees, ensuring that recruitment, hiring, training, development, compensation, and retention initiatives garnered expected ROI in $2,000,000 of employee expenditures.Revamped hiring practices to improve recruitment and retention outcomes: Grew team by 50% (from 40 to 60 employees) and minimized unexpected turnover, saving $300,000, and achieving up to 90% employee retention.Negotiated payroll vendor contracts to meet budgetary and talent considerations and automated payroll systems: Reduced payroll expenses by 25%.Invested in measures to enhance staff engagement and accountability: a. Launched Performance Evaluations; b. Created Leadership Development Training Program; c. Constructive Feedback Mechanisms; d. Stay Interviews/Staff Surveys; e. New Leave Policies and PTO Structure.Developed the content and instituted a standardized process for handbook revisions, job descriptions, and performance appraisals: Gained buy-in from top leadership and communicated standards through the entire organization.Migrated HR employees to virtual meetings and work processes during Covid-19 pandemic: Ensured work continuity without any performance nor knowledge losses.Promoted to:Regional HR Manager 6/2005-9/2013Enterprise HoldingsSpearheaded Regional HR strategies, consisting of 400+ employees at 42 locations: a. Team Retention;b. Performance Management/Promotions; c. Training/Development; d. Compensation/Payroll Processes; e. AAP Oversight and Compliance with State/Federal Regulations.Led creation of employee retention programs that improved talent selection decision-making among managers and grew employee engagement: Employee retention exceeded national average by 4%, which saved $360,000.Thoroughly investigated unemployment claims, winning 98% of claims: Instilled best practices in managers when making termination decisions to minimize organizational liability, saving up to $55,000 in benefits charged to company insurance policies.Engaged in risk management procedures to lower inaccurate claims: Successfully defeated three (3) EEOC claims, protecting Enterprise Holdings from liability.Restructured internal promotion processes to incorporate interview training, candidate evaluation templates, and to address unconscious biases among hiring managers: Improved opportunities for qualified internal candidates to earn promotion by 30%.Developed performance management tracking system that was disseminated to Area Managers each month, expanding individual performance accountability and data collection.Organized and led training classes for all new managers, including a boot camp for newly-promoted managers and Assistant Managers: Standardized managerial training and created an organizational leadership competency inventory.Oversaw HR decisions of District Managers (6); Branch Managers (42), and Department Managers (6): Verified that decisions reflected Enterprise Holdings policies and were unlikely to cause adverse organizational consequences.Directly responsible for HR Assistant and Regional Recruiting Manager (promoted from Supervisor under my leadership)Established positive relationships with employees, decreasing likelihood of unionization.EDUCATION and CERTIFICATIONSB.A. in PsychologyUniversity of VirginiaProfessional Human Resources (PHR)PROFESSIONAL ORGANIZATIONSSHRM (local chapter), North Carolina Association of Business Administrators (church-led)TECHNOLOGICAL COMPETENCIESADP Workforce Now, various other payroll platforms; Employee Navigator/vendor platforms (benefits administration); Recruiting using LinkedIn/Indeed/various social networking channels; Peoplesoft; Icims; Kronos; Office 365; Advanced Excel; Powerpoint; Canva