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LUDWIG ROBERT MÄRZ, SPHR
1205 - 10TH AVE WEST, SEATTLE, WA 98119 (425) 765-0507 ludwig1122[at]msn.com
HUMAN RESOURCES PROFESSIONAL
A strategic and operational results oriented human resources leader with skills in developing human capital and HR systems to meet business objectives:
• Performance Management, Comp. & Benefits
• Talent/training Development, Succession Planning
• Employee Engagement & Relations
• Organizational Design, Workforce Planning
• Change Management & Strategic Planning
• Conflict Resolution/Investigations
PROFESSIONAL ACCOMPLISHMENTS
WED, HR CONSULTING, SEATTLE 2004-PRESENT
HR SERVICES
Headed all human resources and business development for a start-up business sourcing products from multiple channels for distribution to: architects and developers.
• Conducted/handled all employee relations, sexual harassment and job specific training, zero complaints for 6 years.
• Developed all talent management, performance management and workforce planning, doubling of business yearly.
• Recruited employees to service market segments/territory, tracked customer contacts thru prospecting sheets and created sales targets resulting in doubling of revenues for the first 4 business cycles.
• Conducted market analysis and developed all benefit, sales, compensation grades and commission structures.
• Evaluated market and geographical segments to determine business location, point-of-sale strategy, search-engine optimization and web marketing, meeting business growth consistently for 4 years.
ALSTOM ESCA CORPORATION, SEATTLE, WA 2000-2004
VICE PRESIDENT OF HUMAN RESOURCES SERVICES
Directed human resources and organizational development overseeing multiple units internationally, India, Europe, SA, US and Canada, covering 850 employees. Overall Corp revenue $23 B
• Designed strategic human resource plans for international locations covering staffing, training, performance measurements, employee relations and policies supporting business goals and delivering 100% of target plans.
• Developed (STIP) compensation plans to support business strategies; meet annual business targets and retain hi potential employees. Developed performance management plans using SMART to increase project management effectiveness and meet 100% of business unit objectives 4 years in a row.
• Designed and identified employee training by linking businesses performance to key training measures in each function such as project management, campus recruiting, technical experts and HIPOs, 98 % employee retention rate. Developed succession plan and annual people review process within the US to: retain key performing employees; address organizational issues; address replacements for senior management and develop employee base to increase overall business performance and reduced recruiting costs by 60%. Conducted satisfaction surveys to drive culture and management change. Conducted exit interviews to provide corporate feedback/change.
• Initiated training covering harassment and discrimination ensuring compliance with all appropriate legislation, zero complaints over 12 investigations in 4 years.
• Introduced HR metrics in 7 international units through joint steering committee using industry benchmarks and internal measures to drive training objectives and implement HR best practices.
TODD PACIFIC, SEATTLE, WA 1996-2000
DIRECTOR, HUMAN RESOURCES
Managed human resources and organizational development, through a staff of five direct reports, covering 1200 employees in $100 M operation.
• Designed compensation structure and incentive plan to link business objectives with employee/dept. performance.
• Developed training structure supporting core competencies in salary supervisory personnel.
• Developed project management training with local college to provide consistent operational practices and delivery.
• Designed and developed modified duty program, and safety awareness training in line with business objectives resulting in a costs savings of 40 % over one year
AMCAST AUTOMOTIVE, MILWAUKEE, WI 1994-1996
DIRECTOR, HUMAN RESOURCES
Responsible for all human resources covering a $60 million multi-plant division and O.E.M. supplier to Chrysler, Ford and General Motors.
• Negotiated new union contract prior to expiration, saving $300K in benefit and inventory cost.
• Utilized group problem solving techniques obtaining employee input in problem identification and participation with developing new production techniques and processes.
• Developed hourly & salary employee training material and programs increasing job-specific knowledge through establishment of QS 9001 and corporate management training programs.
• Re-engineered human resources and initiated corporate communications program, increasing retention by 25%.
HAWKER SIDDELEY CANADA, PORTLAND, OR 1992-1994
MANAGER, HUMAN RESOURCES
Managed American and Canadian human resources in a $65 million manufacturing division of Hawker Siddeley, Canada.
• Developed compensation/organizational structure during acquisition of new facilities consolidating US/CAN ops.
• Initiated engineering and clerical contract program, attaining cost savings of 20%.
• Evaluated and standardized benefit coverage for consolidated Canadian and U.S. operations.
• Successfully negotiated closure agreement, without labor dispute/disruption, and new contract for Vancouver, BC.
• Organized recruiting/screening programs in 2 states, securing candidates, for start-up facility in Portland, Oregon.
MASLAND, TORONTO, CAN 1990-1992
MANAGER, HUMAN RESOURCES
Accountable for all human resources and employee relations in a $40 million supplier to Honda, Ford and Chrysler
• Developed job descriptions utilized paired comparison method to evaluate job content, pay grades and pay equity.
• Installed International Safety Rating System and Modified Work to decreasing workers’ compensation costs 50%.
• Established cellular and lean manufacturing programs for hourly/salary employees increasing productivity.
CHRYSLER CANADA LTD. - AMERICAN MOTORS CORP, TORONTO, CAN 1986-1990
EMPLOYEE RELATIONS SUPERVISOR
Managed all hourly employee relations encompassing 1600 employees.
• Conducted launch and addition of second shift through a staff of four recruiters, increasing manpower from 600 to 1300 employees with no disruptions to production targets.
• Structured recruiting and orientation program for summer student hiring programs resulting in the indoctrination of 200 students to augment existing labor force during peak summer months.
• Trained salary supervisors with HR policies from AMC to Chrysler Canada Corporation as a result of acquisition.
EDUCATION
BA Economics, University of Western Ontario, London, Ontario, CAN
SPHR Certification
PROFESSIONAL AFFILIATIONS
Society for Human Resource Management
Human Capital Institute
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