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JOSEPH A. HUDAK, JR.

Ogden, UT 84403 (801) 475-6269 (H) (801) 391-3362 (C) Email: joehudakjr@hotmail.com Innovative, strategic, results-focused, HR Executive/Business Partner with a record of contributing to organizational success and sustainability by partnering with Line Management and facilitating/ensuring alignment of people processes and performance with organizational Vision, Values, Mission & Objectives. Industry experience: Biotech/HealthCare, Consumer Products (durable & non-durable) and Financial Services (P&C Insurance) supporting Manufacturing, Distribution, Field Sales, R&D & HQ environments.

KEY VALUE-ADDED KNOWLEDGE & SKILLS


Strategic Planning Union-Free Operation Lean Six-Sigma Complaint Resolution Continuous Improvement Employment Law Talent Acquisition Leadership Training Behavior-based Safety Benefits Administration Negotiating Skills Budget Accountability Plant Expansion Experience Team Building Pay for Performance Employer of Choice Community Service Management Development Leadership Skills Coaching Skills Employee Relations

PROFESSIONAL EXPERIENCE FRESENIUS MEDICAL CARE NA Ogden, UT 2005 - 2012

HR Director for 1,600-employee, USA flagship manufacturing plant producing Medical Devices & Pharmaceuticals valued at over $300 Million per annum for renal therapy applications. Fresenius' 2012 revenue was $13.8B. Facilitated the change of the leadership culture from 'push' to 'pull' via training in IM:EX (DDI) and Civil Treatment (ELI)...Result: Record-level Key HR Performance Indicators for the past four years: 97.2% Retention of Talent; 99.3% Attendance; 2.57 OSHA Recordable Injury Frequency rate; 0.66 OSHA LTI Frequency Rate; $800,000 positive variance in HR Dept. Budget due to significant savings in Recruiting & Relocation Established the credibility of the HR function as a contributor to the bottom-line by communicating a Serviceoriented Department Mission Statement and providing consistent, caring, face-to-face service to employees...Result: A positive operating budget variance of over $40 Million during my tenure Designed and implemented a Behavior-based Safety Process...Result: Cut work-related injury frequency and Workers Compensation costs in half, saving the Company more than $500,000 in five years Implemented 'Values in Action', a key corporate program, which communicated five (5) non-optional behaviors expected of all plant employees: Safety & Quality, Honesty & Integrity, Innovation & Improvement, Respect & Dignity, & Teamwork...the acronym 'S.H.I.R.T.' helped employees remember and walk-the-talk of the Core Values Improved Goal-Setting, Performance Feedback and Employee Recognition processes. Administered a 'Pay-forPerformance' reward strategy which directly linked results to compensation...Result: Continuous Improvement Administered a Methods Improvement Plan which rewarded employees financially for implemented cost savings ideas and for 'walking-the-talk' of the plant's Core Values...Result: Average annual savings of $2+ Million

U.S. FENCE, INC. Morristown, TN

2002 - 2004

HR Director for 1,100-employee, privately-held manufacturer of Plastic & Wood Fencing products with annual revenues of $70+ Million Was recruited to support the planned rapid growth of the business. Delivered desired functional leadership and effective HR processes...Result: Sales grew at 15% per annum during 2003-2004 Recruited and selected 30 managers/professionals and conducted DDI's IM Leadership Training...Result: Upgraded the leadership skill base and accelerated desired culture change within the Company Renegotiated the Temporary Staffing Contract...Result: $800,000 annual savings Planned and executed the consolidation of three separate employee benefits plans into one, upgrading benefits, controlling costs and improving the organization's ability to recruit/retain talent...Result: 38% less turnover Designed and implemented a Behavior-based Safety Process. Result: Cut injury frequency and Workers Compensation costs in half, saving the Company $250,000 in 2003-2004

HOSPITALITY BUSINESS OWNER/OPERATOR & HR CONSULTANT Sevierville, TN 2000 - 2005


Chilhowee Bluff Bed & Breakfast Inn and Hungry Bear Bistro JHJ HR Consulting - Clients: Ruby Tuesday, Inc; Collier Restaurant Group; Williams-Sonoma, Inc.

DIAGEO plc (Formerly GUINNESS/UNITED DISTILLERS & VINTNERS) Stamford, CT 1990 - 1999
World leader in production, marketing and sales of premium branded beverage alcohol. $16.3B in revenues in 2012. Director, Compensation & Benefits / Guinness Americas & Caribbean Region (GAC) / 1999 VP Human Resources / Guinness Import Company (GIC) / 1996 - 1998 VP Human Resources / United Distillers USA (UD USA) / 1992 - 1996 Director, Human Resources / Schenley Industries Inc. / Dallas, TX /1990 - 1992 GAC Regional Office of GUINNESS plc closed at the end of 1999 following the GRAND MET plc merger. Planned and executed the Regional Office closure affecting 27 employees and coordinated the reorganization related activities of the Caribbean Territory affecting 40 employeesall without charges or lawsuits GBIC - $350MM U.S. Sales & Marketing division of Guinness Ltd. Led the HR function and directly managed two HR professionals. During 1996-98, reorganized the Sales Function, recruited and hired over 200 new employees and grew sales volumes at 20+% per year UD USA - $750MM U.S. Sales & Marketing operation of United Distillers Ltd. Supported 130 employees. The emphasis was on team building, improving organization effectiveness and reducing cost. HR supported a major portfolio consolidation resulting in the sale of 37 low-margin brands and a $2 Million per annum reduction of operating expenses Schenley Industries - $600MM wholly owned subsidiary of United Distillers Ltd. Full HR accountability for 250 Sales & Marketing people. Played a key role in the consolidation of Schenley and Glenmore Distilleries into United Distillers USA in 1992 and was promoted to VPHR of the newly formed company

TRANSPORT INSURANCE COMPANY

Dallas, TX

1987 - 1990

Property & Casualty insurer...subsidiary of American Financial Corp. Vice President, Human Resources & Administration / 1988 - 1990 Manager, Personnel Systems / 1987 - 1988 Improved organizational effectiveness by re-engineering/consolidating work processes, resulting in fewer, more engaged and better motivated employees and produced annual operating cost savings of $700M Implemented pre-employment Testing and a Selection Process that better-matched requirements and qualifications, resulting in an upgraded workforce and productivity improvementsannual premiums increased by $15MM between 1987 ($45MM) and 1989 ($60MM) Designed and executed a comprehensive Employee Communication Program consisting of Job Posting, MBO Performance Appraisal System, a Complaint Procedure, Employee Opinion Survey, Coffee with the President, Employee Recognition Program and an Employee Newsletterall of which contributed to improved employee motivation and retentionemployee-initiated turnover reduced to 9% in 1989 and 7% in 1990 Conducted behavioral science based supervisory training, Interaction Management (DDI) for 40 managers and supervisors creating a common language and culture for the treatment of people

FRITO-LAY INC. (The Snack Food Division of PepsiCo, Inc.) Plano, TX 1976 - 1987
Manager, Sales Compensation / Plano, TX / 1986 1987 Employee Relations Manager, Sales Systems / Plano, TX / 1985 1986 Personnel Manager, Sales / San Jose, CA / 1983 1985 Plant Personnel Manager / San Jose, CA / 1979 - 1983 Plant Personnel Administrator / Irving, TX / 1976 1979 Organizational and individual accomplishments spanning my Frito-Lay employment will be discussed in detail upon request. My performance results and contributions to the organization were consistently rated Superior. My work was recognized often, most notably with four promotions during my 11 year tenure

EDUCATION
Graduate studies in Personnel & Industrial Relations, UNIVERSITY OF NORTH TEXAS, Denton, TX BS Management, PENN STATE UNIVERSITY, University Park, PA Numerous Continuing Education & Employer-sponsored Training Courses