Human Resources Manager
Resume:
William Kraus
La Crosse, Wisconsin
ac2ht3@r.postjobfree.com
Experienced Human Resources and Talent Acquisition executive with the ability to lead business outcomes and technical partnerships. In depth knowledge of Investment Banking, Operations & Technology, Healthcare, Consumer/Businesses Travel, Manufacturing/Transportation, Pharmaceutical, Mining and Communication industries. Prior experience in Military Operations and a distinguished 18 year military career in the United States Marine Corps, with active duty in Desert Shield/Storm & Enduring Freedom & Iraqi Freedom campaigns.
Ashley Furniture – Arcadia, Wisconsin 09/2016 –Present
Senior Director, Human Resources
Leading the Human Resources function for the supply chain distribution businesses of Ashley Furniture, comprising of 6 wholesale distribution centers and our transportation private fleet of 1000 drivers. The scope also includes all middle and back office components supported by a team of 40 professional, HR managers, Generalists and recruiting professionals.
Focused on consumer ROI and customer value, self -funded investments within existing budget, offsetting expenses to fund new efforts specific to our recruitment model in our transportation business, including process efficiencies in our onboarding model.
Created HR disruption to improve value and partnership within the business by cross pollinating two HR teams into a ONE HR methodology and team. Increased partnership levels and created more HR capacity and room for HR development.
Grew the transportation headcount by 20% and Invested in a technology platform and marketing for our recruitment model for our transportation business that also gained a dividend of efficiencies yielding an ROI of $40M YOY top end revenue to the business
Led major cultural change and triaged cultural divide/disruption in HR and the business to net positive relationships supporting business objectives and goals. This is a multi-year and multi-pronged initiative engagement utilizing focus groups from the company’s first corporate survey.
Led the senior leadership team through an attrition and retention exercise that yielded a new direction to implement site specific campaigns to directionally address our specific issues by geography.
Led the union avoidance strategy and shift for our distribution centers in California.
Adopted performance management methodologies and implemented a first time approach of performance management within the business’, inclusive of the executive team on how to measure outcomes and goal set employee bases.
Barclays PLC - London, England 12/2014 – 12/2015
Director of Operations Resourcing
Leading a global team of 120 permanent and contingent resourcing function for the Investment Bank, Private & Corporate Banking and Barclaycard. Focusing on business growth market strategies and workforce market shifts across multiple geographies against business plans that impact structural reform and design, including both ring fence and non-ring fenced entities. Senior leader and key decision maker for implementing a global scaled RPO across all the firm’s entities. The implementation is an accelerated global model utilizing one RPO provider and solution for both the permanent and contingent hiring.
Co-led the operational implementation for the global RPO solution while maintaining BAU hiring across the globe with an average of 7,000 hires a year for lateral recruitment and 3,000 contingent hires a year.
Led HR and the business through change management initiatives and project deadlines
Partnered with senior business leaders to optimize work force solutions between temporary, contract and FTE resources globally. Optimizing ‘Right fit’ talent and cross utilization of bench strength and aligning the recruitment function against business priorities.
Held weekly/monthly/quarterly business reviews with HR and the business operations functions to align workforce & project based objectives and headcount for the temporary, contract and FTE populations across the globe.
Managed all C-Level stakeholders per business vertical to include MI, forecasting and business strategy driving outcomes.
Led, project management and developed a custom corporate enterprise wide technology used for headcount approvals prior to recruiting. Led HR and business stakeholders through implementation.
Korn Ferry/FutureStep (Contract) - New York, New York 10/2013 – 09/2014
Portfolio Manager
Led RPO client based solutions for Korn Ferry/Futurestep, North America. Portfolio includes 7 medium and large scale companies with a team of 70 across Pharmaceutical, Mining, Technology and Communication industries. Relationship Manager, focusing on strategy and recruitment delivery for all clients. Driving two major large scale implementations ramping up delivery around hiring, process redesign and delivery of rapid staffing plans. Clients are challenged with complex transformational-COE models.
Marsh & McLennan - New York, New York 06/2013 – 10/2013
Chief of Staff/Human Resource Advisor
Primary focus was designing and developing an effective, HR and RPO shared services model in India and in the U.S. Project managed and supported an internal RPO global recruiting strategy, implementation, processes, KPI’s and tools that created an efficient and cost effective delivery model. Partnered with business line CEO’s and heads of HR to drive a cross-matrix efficiency model. I implemented and monitored the operational/performance metrics and KPI’s for the Global Talent Acquisition COE, the offshore/onshore centralized recruiting shared service models, including build outs and activities.
Citigroup - New York, New York 02/2011-04/2013
Senior Vice President, Recruiting
Led a recruitment team of 55 for Investment Banking and Enterprise Operations & Technology functions of the firm. Built and lead a more effective recruitment infrastructure and to drive globalization of recruitment process, governance & work streams.
Conducted a gap analysis of business’ and the recruitment function in order to streamline the process and implement
A more “High Touch” consultancy model, which has enabled recruiters to be more effective and communicative with hiring leaders
Reduced TTF by 25%, by driving KPI efficiencies
Reduced Agency dependency by 80% over a 2 year period
Reduced Volume of requisitions aged >90 days open from 52% to 17% by implementing a more robust engagement model
Reduced agency spend by 17% during a period where requisition volume increased by 75%.
Led C-suite talent acquisition discussions to drive human capital strategies across the global enterprise leveraging business objectives and core competency models to upgrade senior management teams.
Partnered with the workforce business functions to optimize the global workforce solutions both onshore and offshore talent pipelines and cost based and project deliverables.
Led operational headcount and performance monthly meetings and QBR’s to ensure goals and deliverables are being met within the business.
Designed and implemented metrics and reporting tools to allow customized reporting to senior leadership. Reporting capabilities defined, scope, work force planning and recruitment by geographic region and recruiting metrics that drove independent strategies.
Led global continuity, governance and process flow across EMEA, LATAM and APAC recruitment functions.
Dun & Bradstreet - Short Hills, New Jersey 01/2009-02/2011
Leader of Talent Acquisition
Responsible for the partnership, change management, governance and compliance aspects of the transformation as it relates to the Talent Acquisition function through integration of an RPO model.
Senior leader of a transformation of Dun & Bradstreet’s recruiting; key point of contact and partner in driving strategy, streamlining metrics, standardizations, compliance, and global branding with the RPO firm and internal key stakeholders., meeting strategic agenda set by head of Human Resources and COO.
Built the strategic recruitment model for D&B in APAC, including Hong Kong, Japan, India, Taiwan and China to meet the needs of ever increasing global expansion. Conducting an audit of our APAC HR processes, policies and governance models to identify opportunities for changes and implementation strategies to deploy consistent process’ in APAC to ensure a more efficient delivery and higher output model for the region.
Partnered with a RPO of 20 people to drive consistency using “Lean Methodology” specific to the flow and throughput of the candidate life cycle, improving time to fill and time to start by 30%, averaging a TTS under 40 days and an Executive TTS under 120 days.
Built a work force planning model that incorporates actual against future forecast aligning to multiple verticals and business’ of Dun & Bradstreet to better meet the resource needs of continuous global expansion.
Led the re-alignment of a transformational “Go-to-Market” sales structure deployed in Q4 2009, representing 40% of the sales force. These new hires positioned the Small Business Channel ($350M sales channel) for a quick start in 2010, achieving sales target for Q1 & Q2.
American Express - New York, New York 03/2007-9/2008
Director of Global Talent Acquisition
Global Finance, Global Technology and World Wide Staff Groups, Consumer and Global Business Travel businesses.
Responsible for directing and managing a U.S. based team of 50 Recruiters, three Managers and two administrators that supported Global Business Travel, Consumer Travel and Finance.
Senior leader of a global centralization and transformation of American Express’ recruiting. Key point of contact and partner around the globe to build a global strategy, streamlining metrics, standardizations, compliance, and global branding in EMEA, APAC, LATAM and India.
Led the centralization of the recruitment infrastructure, engagement model and processes in India.
Built a behavioral interview process model that aligned to our core behavioral competencies in India.
Directly led a U.S. based team of ten recruiters, two managers and two administrators.
Led diversity specific recruitment initiatives, pipelining efforts and overall strategy.
Co-lead for Talent Acquisition, drove a global re-org and rapid redeployment of displaced employees and external hiring within the infrastructure of American Express’ international consumer card service, where I was leading a team of 10 Talent Acquisition partners and partnered with HR professionals in EMEA, APAC, LATAM, and the US.
Partnered with senior business executives, business operations and HR business partners to drive a multi-strategy recruitment initiative and optimized business function across multiple time zones that was a workforce planning project to re-align business objectives, cost efficiencies and recruitment based on geographic regions within the North America and EMEA.
Built a forecasting and metrics models for Global Business Travel that aligned with training and operations focusing on the seat capacity and availability measured against the multi-geographic operational needs of the business.
Re-engineered Global Business Travel and Consumer Travel into two recruitment silos decking the recruiters directly against the businesses.
Thomson Corporation - New York, New York 02/2006-09/2006
Recruiting Director
Led recruitment delivery in North America and EMEA. Also co-led the recruitment COE transformation within Thomson Financial, leading a team of 20 recruiters.
Partnered with our RPO consulting firm to assist in the collaboration with all internal business partners as well as executives to drive recruitment results.
Re-aligned their recruitment model that strategically operated in a centralized and functional model that suited recruitment needs based a future forecast.
Worked on two M&A’s assessing the talent skills and culture integration to ensure high performing employees for the ‘Thomson One trading platform’ in Thomson Financial.
CIGNA Corporation - Philadelphia, PA 2002-2006
Staffing Director
Reported to the Vice President of HR and Staffing, responsible for recruitment and the creation of overall strategy for Cigna's core business of Healthcare (Nurse and Physician recruitment nationally) Group Insurance, Disability Management, Behavioral Health.
Co-led the centralization to a COE model and change management within the corporate function. Also led and partnered with IBM/Deloitte to implement a new PeopleSoft system, change management and alignment of resources in HR and Staffing.
Partnered with L&D to transform and restructure the corporate career job families to a GE centric banding model encompassing alignment of job capsules, compensation and career paths with behavioral based assessment models aligning to staffing.
Responsible for a $10MM budget with full P&L responsibility, directed all recruiting efforts, managed four staffing managers and 20 recruiters.
Built a business/workforce planning strategies for physician and nurse recruitment business functions that moved a piece of the core medical business to a new strategic locations that focused on better cost efficiencies and better external talent pools. In localized markets.
Judge Group (Search Firm) – BalaCynwyd, PA 1996–2002
Recruiting Manager /Recruiter/Account Manager
Responsible for the supervision, training, and development of 7 recruiters for account management and direct recruiting.
Accountable for the relationship building and client development for two start up satellite offices in undeveloped region.
United States Marine Corps 1986-2004
Sergeant – (Selected for Staff Sergeant) (Secret Clearance)
Operations Chief - (Desert Shield/Storm & Enduring Freedom & Iraqi Freedom)
Led multiple combat operational command and unit deployments supporting over 3000 Marines, including location strategy, reconnaissance, security and tactical movements. I was responsible for all logistical resources and ongoing support.
Recruiter (Active Duty) 1992-1995
Ranked in the top 2% out of 100 recruiters in a region for three consecutive years.
Military Police/Heavy Weapons 1986 - 2004
Education & Achievements
Drexel University (Currently pursuing online a BS in Business Administration) Philadelphia, PA
2016 London Marathon Finisher (4H 58M)
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