Talent Management, Change Management, Human Resource Generalist, Recruiting
Jerry Roemisch, Ph.D.
107 Laurel Lane, Austin, TX 78705 • 512-423-6986 • jroemisch[at]aol.com
Extensive management experience in major HR project work Fortune 500/international firms. Also directly managed own company with 23 HR direct reports. Delivered program direction in the areas of: leadership, human performance management, team engagement, talent management/succession planning, mediation, coaching and curriculum planning. Doctoral level training and front-line experience in change implementation, executive assessment, coaching, employee engagement, organizational curriculum and design—both graduate and undergraduate—along with managing the staff who delivered multiple courses in Organizational Communication at Ohio State University. Also worked closely with numerous mid-sized and non-profit organizations in design and implementation of training programs.
KEY PROFESSIONAL COMPETENCIES INCLUDE
• Exec Assessment, Coaching, Selection
• Designed, Directed Management University for International Private Club Company
• Directed Both College-Level And Private Organizational Training Programs W/Large Staffs
• Coordinated HR Training Efforts Across Departments and Divisions
• Merged and Rationalized HR Functions From Acquired Organizations
• Developed E-Learning & i-Phone Teambuilding Training Apps • Managed twenty-three HR professionals
• Extensive International HR Management Experience
• Team Revitalization Training & Managing
• Conflict Management/Negotiation Training
• Communication Design & Implementation
• Sold/Delivered Large-Scale Training Projects
• Employee Engagement Consulting & Program Mgt
• Keynote Speaking
• Certified Mediator
• Extensive Curriculum Design Experience
• Taught at major universities
SELECTED ACCOMPLISHMENTS
• Designed and implemented Mission Critical Hiring training program for an internationally-based, mid-sized chemical processing company
• Implemented Organizational Change training initiative for major IT company undergoing $10 million supply change transformation initiative with major IT company—measurably reduced risk and aligned divisions for accelerated change implementation through train-the-trainer initiatives
• Managed extensively with training teams and departments addressing organizational/culture change challenges focusing on merger integration or restructuring
• Directed numerous talent management, management realignment and coaching initiatives for senior and mid-level executives facing major change or performance issues
• Designed and conducted numerous training programs and executive toolkits in change management, positive leadership, conflict transformation, cross-functional teaming, employee engagement and Mission Critical Hiring
• Directed merger integration re-recruitment programs resulting in a 90% retention rate of key Senior Managers
• Designed/validated/implemented online change management/talent management assessment tools—Performance Preview and Change-Ability Review
• Held adjunct faculty roles at major universities, teaching organizational behavior and directing staff teaching organizational communication (Ohio State, University of North Texas, UT Arlington & St. Edwards University)
EDUCATION
THE OHIO STATE UNIVERSITY, Columbus, Ohio
Ph.D., Organizational Communication
UNIVERSITY OF NORTH TEXAS, Denton, Texas
B.A. & M.A., Organizational Communication
EMPLOYMENT
Roemisch Consulting, Inc. CEO, Austin 2008-Present
Advanced Micro Devices Sr. Training Mgr OD Organizational Change, Austin 2007-2008
Pritchett, LP VP Training Services, Dallas 2006-2007
Roemisch Consulting, Inc. CEO, Austin 1981-2006
St. Edwards University Adjunct Graduate Professor, Austin 2005-2006
Roemisch/Pritchett Group President, Dallas 1979-1980
Pritchett Senior Consultant, Dallas 1978-1979
REPRESENTATIVE ENGAGEMENTS--2000-2009
Wacker Chemical—Created, implemented and managed new Mission Critical Hiring initiative for use by all hiring managers.
Responsibilities: Worked directly with North American CEO, COO and VP HR in design, training and overall implementation of this company-wide initiative.
Advanced Micro Devices—Designed, implemented and managed OD change program for $10,000,000 Supply Chain Transformation restructuring.
Responsibilities: Worked directly with operational Sr. VPs and Project Directors to design/implement training programs to build alliances, design communication and develop change strategies to lower resistance, accelerate change and insure sustainability.
Ryan & Company—Sold, designed/directed change management leadership initiatives for several multi-million dollar acquisitions in the U.S. & Canada. Developed & conducted Smart Moves workshops for senior & mid-management. Responsibilities: Developed integration strategy for senior steering committee; developed & facilitated integration teams; identified value drivers for acquisitions & individual team value drivers; advised on management realignment decisions & re-recruiting strategy; conducted social network analysis to identify change catalysts for post-acquisition integration; developed lessons-learned roadmap for future acquisitions.
Major Trading Group Integration—Helped design/deliver integration strategy and transition training for merger/acquisition of Fortune 500 trading company.
Responsibilities: Identified unique value drivers; applied best practices and lessons learned based on previous integration experience; created integration and transition planning teams to implement integration strategy;
Pritchett International Division—Designed/Implemented Mission Critical Topgrading program with International affiliates.
Responsibilities: Created management selection and culture-change program focusing on identifying mission critical culture components to drive management selection and development; delivered program to international affiliates.
Fortune 100 Banking Services Company—Developed communication and training initiatives for implementing strategic change and restructuring throughout banking division.
Responsibilities: Consulted with SVP’s and VP’s to identify change needs for implementing new banking service strategy; Design culture change/communication program for implementing strategic change initiative; Identify resistance to change initiative; Evaluate effectiveness and acceptance of change initiative training.
Pfizer—Sold and developed/managed District Sales Manager coaching program improving sales performance & managerial effectiveness.
Responsibilities: Identified Mission Critical performance factors and succession planning for sales role; managed coaches and coaching initiatives for Pfizer sales executives.
Conagra—Sold, designed & delivered Executive Change Toolkit for organizational restructuring and divestiture.
Responsibilities: Consulted with and advised senior management on divestiture strategy; Based on divestiture needs, developed executive leadership toolkit.
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Delphi IT—Advised VP/CIO on enterprise-wide initiative implementing a shared services system.
Responsibilities: Consulted with VP/CIO and direct reports on best practices for divestiture; Designed and implemented Smart Moves workshops for key manager groups involved in divestiture
Weyerhaeuser—Sold and delivered $350,000 acquisition integration programs for 2 acquired forest products companies.
Responsibilities: Created integration teams to drive integration efforts including 100 day pre- and post-close plans. advised senior management and integration teams on value drivers for deals; created communication strategy and plans for each acquisition; developed strategic realignment and in-depth re-recruiting programs resulting in retaining over 85% of targeted talent for the post-acquisition organization.
Boston Financial Services—Advised senior and mid-level management on mission critical culture components that must be changed to improve overall performance.
Responsibilities: Conducted a series of mission critical culture change workshops with senior and mid-management to identify key performance areas for culture change; developed mission critical culture change action plan with implementation timelines.
CIBA Vision—Sold and delivered restructuring/synergy creation program for CIBA Vision sales.
Responsibilities: Consulted with key CIBA Vision executives on unmet performance needs; supplied restructuring recommendations; conducted follow-up synergy planning workshops to identify synergies from restructured sales group; developed action plans and timelines for implementing synergy initiatives.
International Paper—Sold $125,000 program to conduct soft due diligence assessment of likely synergies, performance challenges and strategic concerns resulting from hostile acquisition.
Responsibilities: Developed communication plan for initiating and implementing hostile takeover based in part on input from the target company; conducted social network analysis to identify human capital and communities of practice that must be retained in the target company; assessed and realigned executive teams as well as developing an internal evaluation process for identifying executive and employee change management effectiveness.
Occidental Petroleum—Sold and implemented with Sr. HR a program to realign corporate HR operations into high performance cross-functional teams to drive change.
Responsibilities: Conducted cross-functional needs analysis and developed restructuring strategy; trained new cross-functional teams on performance, management and communication requirements of the new cross-functional structure.
ClubCorp International—Sold, designed and implemented $250,000 ClubCorp Management University curriculum. Designed, validated & implemented worldwide management programs for selection/development of all ClubCorp managerial and sales employees.
Responsibilities: Conducted high velocity culture change analysis to identify future human capital needs based on marketplace demands; developed and implemented Star University training program for all club managers and senior level executives based on culture change analysis.
VISA—Designed/implemented SOAR Customer Service assessment & training program created by reorganization of customer care division.
Responsibilities: Conducted customer service needs analysis and sales assessment interviews to identify customer service training needs; designed and implemented needs-based customer service training; developed in-depth diagnostic tool to evaluate customer service effectiveness.
General Signal—(1998) Lead consultant on design and delivery of merger integration program for acquisitions in U.S. and Europe.
Responsibilities: Advised President/COO on acquisition strategy, communication planning and management realignment for a series of acquisitions in U.S. and Europe; conducted soft due diligence assessment prior to closing;
REFERENCES/CLIENTS
References and complete list of clients served available on request. 3
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