K.

MICHAEL JANAS
Raleigh, NC e-mail: kmjanas@gmail.com Cell: +1 919.302.0216

GLOBAL HR EXECUTIVE, CONSULTANT, EDUCATOR

Providing Greater Value to the Business.
Self-motivated Fortune 100 executive and Big 4 HR Consultant with global experience as HR Generalist, OD/Change Management Champion, and Chief Learning Officer. Worked within complex international service and manufacturing organizations recognized for having strong and progressive HR capabilities. As a collaborative, metrics-based HR Leader have worked with BU executives and Boards across most sectors, delivering impactful global solutions. Strong moral and ethical orientation. Heavy technology background. Former Mediator/Negotiator. Thought Leader, Author & Speaker, MBA in HR Management. Legacy 20 year total savings/cost avoidance $17.3 million.

Have implemented Best Practices, which yielded ability to: Find, develop, engage & retain high caliber talent. Implement technology addressing talent management, succession planning, et al. Strategically transform HR via Outsourcing/In-sourcing/Offshoring/Self-Service/Shared Services. Address service delivery issues in talent and performance systems, re-engineering processes and systems. Establish analytics, Scorecard Systems and reporting to measure successes and identify areas for change. Use new business models and Best Practices to enable innovation and transformationnew cultures, employee engagement & retention, succession planning, multi-cultural M&As, Total Rewards, Compliance.

PROFESSIONAL EXPERIENCE
GLOBAL CONSULTANT; RALEIGH, NC 2008 -- Present Freelance consultant and strategic business partner developing Best Practice solutions for mission critical Human Resources and Management issues. Providing leadership in developing and executing organizational change in support of overall business plan and Company strategy. Projects impacted from 250-14,000 employees. OD/OE: Employee Relations issues had increased 300% and severity of them was getting worse for a US government contractor in Kuwait. Performed analysis, built a business case for HR transformation where talent was upgraded and service model realigned, which yielded a 43% reduction in cycle time for issue-closure, with no requirement for additional FTEs. Executive Leadership Development: A major Saudi Arabian employer needed to identify and develop high potential talent for their Succession Plan, and to discover and address those ill-fitted to their leadership position. Analyzed existing Leadership Development Program and its outcomes and introduced Competency Assessment and Inventory of Leadership Styles, coupled with Organizational Climate Survey and Personal Development PlanProgram addressed 833 leaders where less than 5% were reallocated to other positions or terminated. Best PracticeBusiness Continuity Planning: Based on US predictions of an H1N1 flu pandemic, performed analysis and developed Business Continuity Plan targeting flu contingencies for 1200 employees in 5 North American sites. Shared Services/Outsourcing: To address HR concerns about service levels, speed of response, and costs, worked with large, multi-site manufacturer to assess, prepare, and build a Shared Services organization, and reengineer HR processes; based on findings outsourced Payroll, and Benefits Support. Cycle times reduced 33%, speed of response 4X faster, costs reduced 21%.

K. MICHAEL JANAS

KMJANAS@GMAIL.COM

Page Two

SPi America LLC/SPi Litigation Direct LLC; Richmond, VA & NYC, NY 2007 2008 VICE PRESIDENT, HUMAN RESOURCES Provided leadership in developing and executing HR transformation Plan in support of company strategy for a global professional services and production firm. Constructed plan for M&A Due Diligence and integration of eight acquisitions. Operated in a rapidly changing global environment where analytical skills and agility were critical. Established Shared Services and Self-Service environment allowing employees greater access to their information. Used robust analytics to measure change, effectiveness, and costs. Saved $703,000 in HR costs over 9 month period. Addressed 6,500 global employees. Departure: job eliminationall US facilities closed and offshored to parent company. Best Practice--HR Service Delivery: Driven by fragmented HR functions resulting from 8 M&As and as part of transition to HR Shared Services, implemented HRIS and COBRA administration systems, re-engineered key HR processes, implemented Self-Service functions, and redefined HR business partner roles, which provided more strategic value to the Company. Reduced HR FTEs 40%, improved productivity 21%, facilitated and benchmarked talent management and performance. Yielded 23% savings in first year. Best Practice--Global Employee Retention: Addressed significant attrition in various parts of the world, worked with global corporate executive team to develop global program of reward & recognition, bonuses, and talent development, yielding 12 percentage point increase in retention. Risk Mitigation--HR Legal & Compliance: Audited HR compliance in federal/state laws/regs and investigated background of pending HR legal cases. Identified 21 areas needing attention. Developed Action Plan which resulted in: avoidance of $311,000 in fines or penalties, successful out-of-court negotiation of all legal cases saving $172,300 in legal costs, HR SOX compliance in 7 weeks, implementation of FLSA-compliant wage & salary structure and piece-work wage program reducing costs $157,300 annually and avoiding fines/penalties. Best PracticeBalanced Scorecard System/HR Metrics: To ensure that A Players were identified and rewarded, introduced enterprise-wide BSC system; established metrics within all critical HR processes. HR successfully met or exceeded all targets in 16 identified areas,

Freddie Mac (Federal Home Loan Mortgage Corp), McLean, VA 2005 2006 DIRECTOR, HUMAN RESOURCES & TALENT MANAGEMENT Aggressively addressed high risk, time-sensitive, HR issues that had resulted in federal sanctions. Used a more holistic approach to talent management in delivering a broader, more integrated experience for employees and managers in a fast paced environment. Focused on increasing measurement of leadership, succession, development and manager performance. Implemented Learning Management System and Six Sigma program. Addressed 5200 employees. Departure: New EVP restructured HR management team due to mortgage crisis in US and increased government involvement. Center of ExcellenceTalent Management: Addressing major Talent Management/Development issues within BUs and to ensure alignment to corporate goals, a Situational Assessment was conducted, wherein a performance consulting group was created, corporate university and technology implemented, curricula and courses developed--Resulted in $5.2 million savings, delivered 30,000 course completions, created development plans for Top 500 Managers. Reduced attrition an estimated 8 percentage points. Best Practice--Talent Engagement/Retention: Based on increasing attrition and loss of critical talent, surveyed employees to determine level of engagement, determine satisfiers/dissatisfiers, and develop programs to address areas of dissatisfaction improved morale 17%, reduced attrition by 11 percentage points over 8 month period. Best Practice--Technology: Introduced technology to Succession Planning, Onboarding, Workforce Planning, and human capital Scorecard--for the first time, Succession Plan vacancies were filled; also, to address major staffing/recruiting issues, developed Talent Tracker System, increasing speed to hire by 33%. System corrected major recruiting deficiencies found by Auditors which resulted in lifting of ban on visa-based new employee hiring, filling 263 open requisitions.

K. MICHAEL JANAS

KMJANAS@GMAIL.COM

Page Three
Godson HR Group; Raleigh/Charlotte, NC 2002 2005 PRESIDENT/OWNER Started consulting business addressing mission critical HR issues. As Human Resource executive/business partner provided strategic planning and tactical leadership, translating business strategy into effective human capital solutions. Provided advisory services across multiple sectors to C-level executives, acted as interim HR executive for Clients. Implemented Best Practices, re-engineered HR processes and facilitated creation of Shared Service organizations, Outsourcing, Leadership Development and Performance Management systems. Solutions impacted up to 21,000 employees. Best PracticeEmployer-of-Choice Program: As part of an EoC Program and cultural transformation for 4 financial service centers, recruiting issues were addressed. Developed program consisting of compensation adjustments, referral bonuses, employee steering committee, HR Communications Program, Employee Development Programs, and Diversity Plan--delivering hard-to-find candidates in 57% less time, 83% of which were hired. Best Practice--Shared Services/Outsourcing: To reduce HR FTEs in a large HR call center and improve HR customer service to employees, performed organizational assessment, based on findings implemented Shared Services organization with major self-service feature; Outsourced payroll and global mobility functions. Reduced FTEs ~25%. Employee Relations: Due to high attrition of new Mothers, developed a program for lactating mothers that allowed company time to address these needs, designed/equipped Lactation Roomraising morale 6 percentage points on semi-annual employee survey, reducing related complaints 99%, and reducing attrition of new Mothers 63%. Savings estimated at $203,000 annually. Leadership Development: In order to identify high potentials and fill vacancies in the Succession Plan, designed/developed/deployed competency model, assessments & robust Leadership Curriculum for 131 managers resulting in identification of 17 high potentials and a two-fold improvement in succession plan.

PricewaterhouseCoopers/Coopers & Lybrand; NYC, NJ & NCHRO/BPO 1996 2002 GLOBAL DIRECTOR, HUMAN RESOURCES & CHIEF LEARNING OFFICER/OD Member of executive start-up team for C&L service delivery business, and change management Champion for two M&As. Closed contracts, transitioned Companies to HRO/Shared Services/BPO/Self-service models. Built global strategic and tactical HR plans for supporting 300% growth via Best Practices. Set-up call centers and assumed BU operational roles as needed. Directed HR staff covering 41 countries. Addressed 103,000 employees. Awarded PwC Recognition Bonus for Outstanding Accomplishment in HR Programs & Systems. Departure: job elimination due to break up/sale of Practice. Best Practice--Performance Management: To address fragmented and incomplete Talent Management system, conceptualized/developed Performance Management System integrating Process, Personal Development Planning, a Competency Model, compensation, and executive development/learning. Reduced overall turnover 27%, cycle times 31%, compensation issues 42%. Best Practice--Compensation/Process: As the firm lost critical players, efforts to stem the loss included codevelopment of a Pay-for-Performance Plan which reduced turnover of critical personnel 31%, thus advancing PwC toward Employer of Choice. Technology: Implemented full-cycle talent management software and re-engineered key HR processes to address chronic issues with rapid hiring and lack of systems approach; also enabled meeting Diversity Plan reduced time-to-hire 30% and saved an estimated $600,000 annually in recruiting costs.

Additional Relevant Experience:

Johnson & Johnson; New Brunswick, NJ; GLOBAL SR. CONSULTANT (Director-level HR/OD) Managed strategic human capital transformation initiative to create/lead global matrixed work teams in major restructuring, re-skilling, and process re-engineering targeted to improve agility and global complexity. Implemented HR Best Practices. Directed BU HR covering 12 countries.

K. MICHAEL JANAS
Additional Relevant Experience (cont.):

KMJANAS@GMAIL.COM

Page Four

M.F. Smith & Associates; Morristown, NJ; PRINCIPAL CONSULTANTHR & OD Worked directly with global Fortune 150 senior executives and their Boards developing innovative real-time solutions in areas of Human Resources, OD, and Quality. Clients included AT&T, Hoechst, Schering Plough, Aetna, Saturn, UPS, et al. Nominated for AT&T Presidents Award for Project Quality and Outcomes. State of New Jersey; Trenton, NJ; MEDIATOR/NEGOTIATOR; PART-TIME Comprehensive experience in grievances, work actions, and contract negotiations with unions representing State teachers & Administrators. Prevented 9 strikes and 4 work actions over 7 year period. Eaton Corporation; Flemington, NJ; DIVISION MANAGER, HR/CHIEF SAFETY OFFICER Twelve years with global consumer aftermarket auto parts and capital equipment. Multi-plant HR responsibilities-manufacturing, distribution, transportation. Integrated 2 M&As. Introduced TQM program. Addressed grievances, mediation and arbitration with 4 unions, 2 non-union locations, and 2 union-avoidance sites. Served 22,000 employees. Duties covered USA and Canada.

----EDUCATION, CERTIFICATIONS & PRESENTATIONS---Education:

MBA Human Resource Mgmt, Orgl Behavior minor, Rider University; Trenton, NJ BS Business Administration, Pre-law minor, Rider University; Trenton, NJ

Certifications:
Certified by third-party Providers to instruct Management and Executive Leadership Programs Certified in Instructional Design Certified ISO 9000 Quality Auditor Six Sigma Instructor

Presentations & Articles include:

Book: Attraction & Retention, Contributing Author, July 2010, WorldAtWork Press Keeping Good People in Bad Times, whitepaper/article, Nov 2009, WorkScan magazine For article go to: www.worldatwork.org/waw/adimLink?id=35442 Calculating the Cost/Benefit Analysis of Human Resources Technologies - e-HR National Conference Change Management Best Practices: Culture, Teaming, and Retention HR Executive Consortium PerformanceCentered Design National Training Directors Forum Solving HR Problems via Best Practices HR Executive Conference, TSHRM