626.232.

5120

Cynde Herman, Ph.D, SPHR, SHRM-SCP

CyndeHerman@gmail.com
Santa Clarita, California 91351

A multi-dimensional accomplished human resource executive and trusted advisor who inspires
confidence with physicians, senior executives, teams, and clinical/support staff. A high-energy, strategic
leader with proven success in creating initiatives that synchronize organizational strategy, human capital,
growth to drive results, and maximize impact.
PROFESSIONAL EXPERIENCE
Children's Hospital Los Angeles (CHLA), Los Angeles, California
2006 2016
A 501(c)(3) non-profit, academic, pediatric medical center with 5,500 employees, affiliated with Keck
Medicine of the University of Southern California (USC), providing pediatric healthcare to more than
104,000 children each year. CHLA is a designated Magnet Hospital.
Human Resources Director, Talent and Organizational Development (2008 2016)
Directed talent management, leadership and management development, and organizationalwide culture change transformation. Led organizational development efforts including
performance management, team building, organizational design, process improvement,
strategic planning, HRIS-LMS, orientation, onboarding, and leadership coaching. Managed/led
facilitator expertise for service excellence, Lean process improvement, and culture
transformation integration. Managed four direct reports and a $700,000 budget.
Partnered with senior leadership in an organizational-wide culture transformation effort
encompassing a new mission, values, and an integrated employee engagement initiative
th
inclusive of Magnet and safety integrated strategy. This resulted in an increase to the 49
th
percentile (from 9 percentile) in engagement scores (as compared with the Childrens
Hospitals benchmark of Press Ganey) within 18 months.
Recruited and created a Community of Practice Group comprised of selected informal
leaders for culture transformation to improve patient experience efforts, the engagement
scores and the CHLA commitment to a high-performing culture.
Provided internal consulting on a range of complex change development initiatives,
including design and facilitation for divisional and department strategic planning, visioning
processes, and development retreats, averaging up to five OD consultations monthly.
Coached and developed an average of 6 to 12 supervisors and managers per month to
ensure smooth transitions to their new roles including new hires or promoted staff, allowing
them to achieve full performance within four to six months.
Designed and delivered ten manager development courses covering performance
management, team building, communication, conflict management, coaching, feedback,
and change. This was a voluntary program with more than 50% of managers participating.
Designed, launched, and co-led two nine-month Healthcare Leadership Academy Learning
Collaborative Programs with Keck School of Medicine of USC to develop emerging highpotential physician, nursing, and administrative leaders.
Co-chaired education and training for the new hospital opening (2011), resulting in
occupancy certification after 1.5 days of survey review.
Designed and led various leadership development programs, including leader assimilation,
coaching, and leadership competencies, with a 40-70% increase in leadership
effectiveness in their chosen development areas and goals, including communication, selfawareness, and team building.
Assumed responsibility for employee relations for one year during a period of
organizational restructuring. Managed four business partners.
Orchestrated two successful union-free campaigns including management education and
employee communications.
Designed systems for talent development including career pathing talent review, and
succession planning that incorporated leadership competencies and performance rewards.
Successfully implemented Cornerstones Learning Management System (LMS), replacing
Myzinga LMS, on time and on budget as the business sponsor, May 2016.

Cynde Herman, Ph.D. SPHR,SHRM-SCP

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Administrative Director (2006 2008)

Led strategy and performance management, including P&L, of the surgery department,
specializing in pediatric surgery and trauma (acute injury, injury prevention, and disaster
preparedness), and service lines (inpatient, outpatient at CHLA and offsite). Held administrative
oversight of surgical divisions of orthopaedics, otolaryngology, neurosurgery, ophthalmology,
pediatric surgery, urology, and plastic surgery. Responsible for $40 million in practice revenues
and other funding, including operations, human resources, talent management, physician
compensation (market survey, incentives, rewards), endowments, contractual service
arrangements, and bench research. Managed a staff of 60, with five direct reports.
Created a data dashboard to monitor practice and performance indicators, resulting in
increased clinic productivity and aligning faculty compensation with productivity.
Managed revenue enhancing and patient experience special projects, including workflow
analyses in perioperative services (to optimize patient throughput) and absenteeism
reduction, which resulted in increased surgical cases.
Created a robust, predictive research reporting process and tool for predictive staffing and
supply needs for 18 to 24 months in the future (in development with the Office of
Technology and Intellectual Property for institutional-wide application).
Created a work-flow analysis to streamline processes and role clarification for clinical trial
research staff responsibilities, ensuring optimal budgeting and grant tracking while
decreasing errors and overspending.
Led the SafetyNet California Healthcare Foundation/USC Engineering consulting
performance improvement project in CHLAs perioperative services, which resulted in
decreased turnover-time and the justification to open the outpatient surgery center.
Keck Medicine University of Southern California (USC), Los Angeles, California
1995 2006
The oldest medical school in Southern California with more than 1,500 full-time faculty, 2,000 staff, and
st
1,200 students. Keck is ranked 31 of best medical school in Research the United States. Serves more
than 1.5 million patients annually, it also provides training for medical, Ph.D, and Masters students.
Administrator, Anesthesiology Critical Care Medicine (CHLA location) (2004 2006)
Responsible for strategy and performance management, including P&L, of the departments of
Anesthesiology and Critical Care, including the clinical education programs, talent
management, and leadership development training. Responsible for $25 million in revenues.
Managed 20 staff, with five direct reports.
Designed leadership curriculum and trained 30 national pediatric anesthesiology residency
directors. Facilitated fellows leadership training, grounded in experiential learning in three
ACGME core competencies, including professionalism, systems-based practice, and
interpersonal and communication skills.
Expanded the department to include a research and education infrastructure.
Completed two educational (RRC) program reviews in Critical Care Medicine and
Anesthesiology and was granted full continuing accreditation.
Senior Clinical Administrator - Department of Obstetrics and Gynecology (2000 2004)
Responsible for human resources, and leadership of clinical operations, including oversight of
on-site, in-patient services, medical directorships, physician compensation (rewards), and five
ambulatory clinics. Managed a $10.4 million budget and 15 staff, four direct reports.
Created administrative and operational efficiencies that optimized physician practice
revenues totaling $10.4 million annually for a regional network comprised of providers in
obstetrics, gynecology, infertility, material fetal health, and perinatology.
Responsible for 501c3 regulatory compliance, legal and contractual relationships, policy
and procedures, finance, accounting, personnel, and physician compensation.
Implemented a new IT application, MAS 200, for accounting and finance operations,
developing and ensuring processes for internal audits, controls, and reporting, which
resulted in timely reporting for growth decisions.

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Optimized staffing and operational processes while streamlining work flow through process
improvement, task accountabilities, and goal achievement for department employees of
USC, Tenet, Health Research Association, and LA County.
Led an internal academic department review process that assessed the foundation
programs of education, clinical care, and research for effectiveness, growth potential, and
leading edge research. Utilized findings for competitive analysis of infrastructure, growth,
and leadership review.
Division Administrator (Cardiology, Endocrinology) (1995 2000)
Oversaw administrative functions, fiscal, human resources and operational performance of
clinical practice, research, and educational programs.
TEACHING EXPERIENCE
University of Redlands (School of Business), Redlands, California

2004 2012

Adjunct Professor
Designed and administered curriculum for ten classes in leadership, management, and
organizational behavior at the undergraduate and graduate levels. Served as an advisory
committee member and educator for the healthcare certification program.
Keck School of Medicine (USC), Los Angeles, California

2006 Present

Clinical Instructor, Pediatrics

EDUCATION & CERTIFICATION
Capella University, Minneapolis, Minnesota
Ph.D., Organization and Management (Leadership Specialization)
Master of Science, Education, Post-Secondary and Adult Education
University of Redlands, Redlands, California
MBA
Bachelor of Science, Business and Management
Human Resources Certification Institute (HRCI), Senior Professional in Human Resources (SPHR),
expires: 2019
Society for Human Resources Management (SHRM), Senior Certified Professional (SCP), 2016 Present
Gestalt Institute of Cleveland, Executive and Leadership Coaching Certification
Organizational Development Certification
American College of Healthcare Executives (ACHE), Fellow
PROFESSIONAL AFFILIATIONS
American College of Healthcare Executives (ACHE)
Programs, Products, and Services Committee, Member, 2009 2011
The Vision Center, Children's Hospital Los Angeles, Member, 2006 2016
Children's Hospital Association, Learning and Performance, Member, 2011 2015
Society for Human Resource Management (SHRM)
Organization Development Network (OD Network)
Association for Talent Development (ATD) Los Angeles Chapter