Dear Professional:

If you're interested in enhancing organizational performance, then some of my ac

complishments should be of interest.

* Instituted Corporate University (with ROT) metrics.

* Bolstered knowledge capital availability and organization capability with
focused succession/performance management and leadership assessment/develop
ment
process.
* Managed all HR due diligence for acquisitions and integration.
* Implemented Leadership Institute to include Lominger Architect Assessment.
* Overhauled global compensation plans to align pay with performance - 36% ($8
00K)
direct comp savings.
* Experienced with Self Insured Heath Plan design and implementation.
* Enhanced "A" players (high potentials) with Top Grading, leadership assessme
nt and
development with focused job analysis and evaluation.

If these are the kinds of accomplishments you are looking for, I suggest we talk
.

Sincerely,

Catherine L. Caudell

Catherine L. Caudell
561 691-4343 (Florida Office) or 571 251-6734 (Virginia Office) Dual Head Quar
ters cc1a8669@westpost.net (personal)
Global Executive with proven success in organization effectiveness, business pl
anning and change leadership. Astute strategist skilled in state-of-the art huma
n resource management, organization development and performance techniques. Self
-motivated, "down in the trenches" and "out of the box" thinker accustomed to wo
rking in a continually changing and growing environment. Results driven leader a
dept at acquisitions/mergers, "top grading", building consensus, coaching and me
ntoring staff. Certified VA mediator. Experienced, "Master Black Belt" and Quali
ty Leader" in Lean/Six Sigma. Start-up, Pre-IPO experience, International, Multi
-Location/Site, Union/ Non Union, and Government contracting expertise. Extensiv
e M&A experience. Entrepreneurial - HR revenue producer. EMPLOYER OF CHOICE A
WARD RECIPIENT 2007.
SELECTED ACCOMPLISHMENTS
Vice President Human Resources, Service Intelligence Int'l, Dual HQ, Northern VA
/South FL, 2000-Present. $1Billion International , Software,CRM, Call Center Des
ign, GPS Locator manufacturing/distribution organization. UK, Europe, Asia, Sout
h America, Australia, Netherlands, Russia, Middle-East, Denmark, Spain. Norway,
Poland, Ireland, Pacific Rim.
*Boosted $1 million in sales by developing sales/customer service process and te
rritory management system.
*Streamlined processes from top to bottom using Six/Lean Sigma techniques - savi
ngs $2.2 million.
*Ensured knowledge capital availability with succession/performance management s
trategy - 30% increase retention of key roles, leveraged right talent by use of
job rotations and temporary and permanent team assignments.
*Implemented "just-in-time" E-learning that supported up-to-date learning and kn
owledge sharing for global employees that reduced training teams 70%, cost- savi
ngs over $500K.
*Instituted global ERP integration efforts for staffing workflow improvement to
include "just in time" hiring process.
*Orchestrated Executive long-term compensation plan that links risk with results
.
*Instituted Oracle HRIS e-Benefits "one stop" source for updating employee infor
mation and enrollment that provided "dashboards" for managing all benefits activ
ities. Increased turnaround time by 80% - cost savings of over $350K.
*Created HR Score Card with efficiency/effectiveness metrics in support of organ
ization's strategy - $300K savings.
*Leveraged $1.5 million in lost customer business with performance-based "e-lear
ning", and electronic performance support sales system (EPSS).
*Implemented IMPROSHARE incentive plan that improved productivity by 40% , reten
tion -20%, cost-savings -$500K.
*Enhanced percentage of "A" players (high potentials) into the organization with
"Top Grading" process - decreased turnover of key leadership positions by 20%.
*Overhauled global compensation plans to align pay with performance - 36% ($800K
) in direct comp savings.
*Instituted Corporate University (with ROT metrics) to ensure job competencies a
nd development of all employees.
*Slashed grievances and departmental conflict by 20% ($400K + in savings) with i
n-house Alternative Dispute Resolution systems and mediation training support at
all management levels.
*Conducted HR due diligence for M&A and planned change efforts that aligned peop
le/process to strategy.
*Leveraged talent for business needs through implementation of Leadership Instit
ute that increased promotable employees by 50% through planned leadership assess
ment and development. (Lominger Architect Suite)
*Cut time-to-fill openings by 40%, turnover (20%) and a savings of over $200K in
key roles with focused job analysis/evaluation and benchmarking core competenci
es.
*Utilized RESUMAX for applicant and skills tracking for 50% efficiency in total
recruitment process. Cost savings over $200K for year one. Increased hire time b
y 45%.
*Cut costs - $500K (within 2yrs.) by restructuring employee benefits with flex-s
pending accounts and cafeteria style benefits.
*$500K+ savings with e-HR for self-service benefits, performance management, dat
abase of skills/competencies for all jobs. Increased workforce collaboration and
HR efficiency by 40%. Established Shared Services model.
Vice President of Human Resource, 1989-2000, Vice President, Organizational Effe
ctiveness and Performance, 1987-1988, Tel-star Communications, Reston, Virginia,
$3 billion International satellite communications infrastructure, engineering,
manufacturing, distribution, and reseller organization for Pacific Rim, Europe,
UK, Mexico, South America, Australia, Russia, Middle-East.
*Reduced costs by 25% ($350K cost savings) by conducting needs analysis to targe
t cross-training of staff.
*Developed Leadership Institute that ensured a line of sight between Performance
and Succession Management. Metrics in place that provided feedback for ROI on l
eadership development that decreased "turn" on key management positions.
*Cut average cycle time from 20 to 5 weeks (65% on time delivery increase) by re
designing the order to delivery process.
*Developed comprehensive "on-boarding" program for new hires that increased Empl
oyee Satisfaction rating (3yrs.) for cultural integration into organization from
merely "good" to "excellent" (Rating 3.2 to 8.8).
*Re-designed total HR processes that ensured performance-based functionality to
include full range of HR metrics
*Mediated 2 out of court harassment suits for a $500K+ savings.
*Facilitated the use of information products and electronic performance support
alternatives to education and training that enhanced individual and organization
al performance.
*Implemented "skill-based pay" that increased productivity (30%) with non-exempt
turnover reduction - 38%.
*Successfully negotiated 3 labor contracts with 7,000 manufacturing/distribution
workers from AFL/CIO, CWM, and IBEW workers.
*Revitalized company-wide job posting system that enhanced service levels (25%)
and reduced staffing costs by $300K.
*Enhanced proficiency of technical staff through interactive multi-media trainin
g that was broken down into 15 minute "learning chunks" with each module ensurin
g evaluation, feedback, and remediation for skill levels.
*Reduced safety occurrences by 35%, workers' comp by 50% with cost savings of ov
er $1 million in 2 years.
*50% on-time performance review completion through Oracle HRIS application - $25
0K one year savings.
*Developed Learning Center for career assessment/development, technical training
, and Zenger-Miller and DDI certification.
*Utilized state of the art computerized assessment, IVR, and video conferencing
to reduce selection to hire cycle time by 40% and retention of selected core pos
itions by 33% for a cost savings of over $400K.
*Executed Executive level benefits (SERP) that increased management retention by
25%.
*Reduced costs (33%) with $700k savings in health, welfare (401K) with managed c
are alternative.
*Utilized "intranet" to disseminate procedures, policies, performance-based job
aids that increased cycle time to users by 75% and knowledge-sharing by over 90%
as reported by Employee Feedback Survey and Focus Group results.
*Improved International staffing through electronic recruitment capabilities and
reduced recruitment costs by 25% - $300K.
Managing Director, Organizational Effectiveness and Performance Technology, The
Deming Institute, Washington, DC, 1980-1987, $500 million quality/continuous imp
rovement consulting, change integration organization, US, Japan, Europe, UK, Aus
tralia, Asia Pacific. Led continuous improvement, OD/OE(change/cultural) integra
tion for University of Miami/Jackson Memorial Medical Center ($2.0 million), For
d Europe ($750K savings), Guinness ($400K savings), Kansai Electric ($2.5M - 2 y
rs), GE Aerospace ($1.2M),Toyota ($1M),Nissan ($800K), Johns Hopkins Medical Cen
ter (1.2 million savings), Cleveland Clinic ($800K), FPL ($1.6 million savings),
Duke Power,($800K savings), GM ($1.0 million savings)
EDUCATION/CERTIFICATIONS
(Completing) Ph.D., Human Resource Management & Performance Technology, The Univ
ersity of Michigan; MA, Classical Studies, The University of Michigan, 1975, Cla
ssical Studies, Barry University, Miami, FL, 1972. Certified in: The Harvard Uni
versity Program in Negotiations, Juran Institute (ISO 9002), Master Black Belt a
nd Quality Leader in Lean/6 Sigma, SPHR, Lominger Architect, PDI 360, Myers-Brig
gs (MBTI), Center For Creative Leadership, Emotional Intelligence (EI), PHR, CCP
, and CEBS.