application/x-httpd-php executiveresumesdetails.php HTML document text Bob Turner


Name : Bob Turner
Industry Type : VP of HR
City & State : Coto de Caza, CA
Job Title
Relocation Preferences : Related Professions
Objective : TX, TN
Resume :  
PROFESSIONAL EXPERIENCE

Human Resources Consulting (Temporary) 2008 to Present

Industrial Relations Consulting

Managed five union organizing campaigns for Apria in various locations. Apria is the countrys largest distributor of oxygen and durable medical equipment to the home market.

Won all five campaigns against various locals of the Teamsters International Union.
Trained line managers and HR representatives on proactive employee relations, problem-solving and specific tactical approaches to defeat the unions.
Designed five union avoidance training programs.

SunBridge Healthcare, Inc., Irvine, California

Vice President of Human Resources 2007 to 2008

Responsible for all field human resources functions at 216 union and non-union facilities through out the country. This organization is a major nationwide provider of skilled nursing care and behavioral health hospitals employing about 33,000 people in 28 states and generating more than $2.6 billion in revenue.

Developed a major revision to the companys executive Annual Incentive Plan to focus on retention of experienced senior managers that will be cost neutral and reduce executive turnover by 25%.

Developed and implemented an HRD Standardization model to bring consistency of tasks, approach and throughput to 17 regions within the company. This approach will reduce turnover by as much as 50%, reduce complaints generated to outside agencies as well as the internal compliance group by 15% and drive improved business results.

Oversaw the consolidation and reduction of more than 59 facility-based incentive plans into three plans that are designed to drive a single company culture with one core set of values and philosophies for three recently acquired / merged organizations.

Tenet California, Santa Ana, CA 2004 to 2007

Senior Director of Regional Human Resources

Responsible for all human resources functions, including labor relations (three unions) for 17,000 employees in California and Nebraska, for a major healthcare system with $3 billion in net revenue. Reported jointly to the President of Tenet California (operations) and Senior Vice President of Human Resources in Dallas (functionally). Managed a staff of 83 in corporate and field operations.

Implemented Succession Plan encompassing 25 management teams and regional leadership. Trained managers and oversaw the development programs to prepare managers for greater responsibilities.

ROBERT J. TURNERPage Two

Tenet California, continued

Refocused and re-energized the human resources function, turning it into a key strategic partner within the region.

Implemented manpower planning to fill more than 1,500 open positions, saving approximately $8 million in temporary staffing expenses.

Overhauled field human resources operations by improving accountability and customer service. Upgraded 60% of the managerial positions.

Appointed a national human resources leader of two centers of excellence in employee and labor relations.

Designed and implemented a program that identified more than $43 million in conflicting pay practices. This brought more than $10 million of savings to the bottom-line in one year.


First Federal Bank of California, Santa Monica, California2003-2004

Senior Vice President of Human Resources

Responsible for the entire human resources and training functions for a $5 billion bank and three subsidiary organizations. Managed a staff of 12.

Designed a new employment process that increased hiring by 46% and decreased cost-per-hire by 42%.

Led the acquisition and installation of a new HRIS system.

Negotiated a 16% reduction in workers compensation insurance premiums and reduced claims by 50%.

Analyzed a significant problem and designed a training program for managers that improved the execution of the progressive disciplinary and termination policy, increasing the number of cases won at EDD by 28%.

Professional Management Consulting, Trabuco Canyon, California1995-2003

Principal

Guided numerous companies from start-ups to Fortune 500 firms and government agencies to provide innovative solutions on a broad-based and comprehensive slate of human resources initiatives.

Advised, developed and coached executives at several organizations on culture, management style, organizational structure, communications and production methodologies to achieve desired outcomes.

Weyerhaeuser Paper, Inc. (Manufacturing). Developed and implemented several programs to integrate two workforces (acquisition) into a single motivated and productive team. Identified best practice manufacturing processes and implement change program to improved productivity.

Industrial Vortex, Inc. (B2B internet start-up). Identified the causes of a 50% turnover and designed new recruiting techniques that reduced turnover to 12% in one year for a $42 million distributor.

Computer Automation, Inc. (Software Development) Implemented performance management programs including 360 feedback / assessments. Implemented programs to identify and address developmental needs to ensure long term success of organization.



ROBERT J. TURNERPage Three

Boeing Aircraft, Inc, (Manufacture of commercial and military aircraft) Created, wrote and implemented a program to defeat a union-organizing campaign affecting 19,000 employees at a Fortune 50 aerospace firm, saving millions of dollars in increased costs.

General Mills (Manufacturing). Developed and implemented management training program. Improved productivity by 3% and reduced turnover by 15%.

Vertis Manufacturing, Inc., Glendora, California1982-1995
Formerly Treasure Chest Company

Vice President of Human Resources

Led human resources for this large manufacturer with 43 locations in North America and annual sales in excess of $1.6 billion. Served on the five-person executive operating committee responsible for strategic planning and implementation as well as day-to-day direction of the corporation. Managed a staff of 63.

Established a state-of-the-art human resources organization from scratch that supported the companys growth from $160 million (1,200 employees) to $1.6 billion (5,000+ employees).

Restructured sales and management incentive plans, replacing long-standing legacy plans and increasing the recruitment and retention of key executives and managers.

Designed and facilitated a restructuring of the organization, resulting in a 25% increase in revenues.

Redesigned a benefits plan and negotiated a reduction of nationwide insurance costs by 25%.

Designed a competency-based performance system that drove up productivity by 32% in one year.

Responsible for integrating 2,500 employees from ten acquisitions into a single company culture. Achieved full systems, benefit plans and compensation plan integration six months ahead of schedule.

Negotiated vendor cost-sharing programs, resulting in more than $1 million in savings.

Designed and drove a corporate-wide culture change initiative, improving the work environment, achieving a non-union status for 13 years in a union-dominated industry.

GenRad Corporation Developing Systems Division, Los Angeles, California1980-1982
Director of Human Resources and Administration.

Led the human resources, facilities and general administrative functions for this 300-member division. The division produced Automatic Test Equipment (ATE) and other hardware and software applications for the computer industry. Managed a staff of 3.

Recruited and retained superior staff including software engineers to produce market-leading product in an extremely tight talent market.

Built HR function into corporate-leading organization. Delivered four seminars / workshops to other divisions HR departments on how to model my organization.

Invited back to corporate headquarters to lead conference on moving HR Organization to more strategic role.

ROBERT J. TURNERPage Four



ADDITIONAL EXPERIENCE

Experienced as an instructor for graduate and undergraduate-level university courses in human resources, recruiting, leadership and strategic planning.

Certified in:
Meyers-Briggs Type Indicator
Blanchard Situational Leadership
Burke / Barker Change model






EDUCATION



Pepperdine University, Los Angeles, California.
Master of Science, Organizational Development

Brown University, Providence, Rhode Island

Master of Science, International Relations

Ripon College, Ripon, Wisconsin

Bachelor of Science, Political Science


PROFESSIONAL AFFILIATIONS/COMMUNITY INVOLVEMENT

Hospital Association of Southern California
American Society of Healthcare Human Resources Administration
OD Network
American Management Association
Society for Human Resource Management
American Society of Training and Development
Lions Club International
100 Blackmen of Orange County





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