Gain Perspective with P3 HR Solutions

Merger & Acquisition Projects

• Completed a global environmental scan of 16 subsidiaries to gather data for preliminary due diligence process for preparation of the sale of the company.

• Led HR Due Diligence process to sell a Company including assembling the team, collecting necessary data, reviewing employment contracts and executive agreements, analyzing the current compensation structure and benefit programs, examining the company's HR policies and regulatory compliance, reviewing any collective bargaining agreements or labor representations, identifying any ongoing or potential legal issues related to employment, and identifying key talent to assess any risks related to retention before or after the acquisition.

• Led HR Due Diligence for prospects and acquisitions in M&A activities to better position the company for profitability. Supported the consolidation and integration of successful acquisitions.

• Served on 2-person Western Hemisphere Integration team

  • Reviewed and recommended for alignment the business code of conduct and other HR policies; with all policy recommendations adopted, built the plan for roll-out.

  • Reviewed and recommended for alignment the Benefit plans; with all recommendations accepted; worked with the Benefits team to implement changes at the time of plan renewals.

  • Developed recommendations for integrating the workforce into the new company, focusing on how to retain talent and align cultures. Launched an employee satisfaction survey for legacy employees to better understand and address employee concerns.

Efficiency Projects

• Identified inefficiencies within HR administration model and ticketing management process.

  • Drafted recommendation for HR Service Center model in Houston to better manage approximately 35k HR Service desk tickets per-annum.

  • Created Project Plan for Service Center with revision for implementation from the US to India and launch within 10-month timeline.

  • Service Center was staffed within budget and operational within 6 months.

• Served on corporate Project team to reduce HR costs and improve processes; implemented cost cutting initiatives that reduced HR spend approximately 16%.

• Identified a budget issue where bonus-related tax was not accounted for across the organization and collaborated with the CFO to ensure the inclusion of the $1.4M bonus tax in the budget.

• Identified employment tax issues for rotating crew members. After gathering supporting data, I brought the issue to the attention of the CFO, clearly explaining its potential impact.

• Identified inefficiencies in the $18M annual travel program, with the majority of expenses in crewing.

  • Conducted a thorough data review and recommended a consolidated, global approach.

  • Led a team to select a global Travel Management Company and design a unified program.

  • Traveled to international offices to roll out and implement the new system, achieving a reduction in annual spending to $12M within two years.

Workforce & Talent Management Initiatives

• Created Global Workforce Plan for a strategic approach to managing talent across 16 global regions and markets and to ensure the CEO had global visibility of all hiring plans to calibrate to future talent needs based on business growth projections, new initiatives, and potential market expansions
• Created a Regional HR Business Partner model
  • Built the HRBP program including reward and remuneration, talent management, workforce planning, and employee relations to better support the business
• Hired HR Field Representatives for 5 regions as part of initiative to better support operational needs, develop cost saving efficiencies, as well as consistency and compliance across dispersed operations – NAM, LATAM, Artic (Canada and Russia), EAME, APAC
• In response to operational project staffing needs, traveled globally to train local HR team and Management on the company’s hiring process and worked with local immigration attorneys to streamline the visa process for getting rotators in country.
• Responsible for oversight of the global Talent & Development program including 23 talents in the program globally; monitored progress in current jobs, worked with managers on recommendations for assignments and tracked movement within the program; reported data monthly to CHRO.

Other Projects & Initiatives

• In support of a Company initiative to improve high voluntary turnover, HR was tasked with making improvements to the onboarding process.
  • Worked with the talent team to develop quantitative new hire surveys for Day 1, Week 1, 30 Days, 60 Days and 6 months.
  • Provide Managers and HRBPs with feedback to enable timely response and allow adjustments, where needed, to enhance new hire satisfaction.
• Led the change and enterprise-level transformation with new C-suite, understanding the significant impacts to the organization’s strategic direction, operational stability, and stakeholder alignment. Worked with CHRO and CEO on communications to ensure business continuity through the transition and planning process which included a significant shift in the global leadership culture with modernized business practices.
• Led the restructuring of a global organization 3 times in 5 years due to constriction in oil and gas market. Managed each restructuration focused on effective communication, employee support, and strategic alignment with organizational goals. Worked to help minimize disruptions, foster a culture of resilience, and support the organization in successfully navigating through each transition.
• Led a workforce analysis project, collecting data and providing the CEO the global company footprint by headcount and costs across 13 offices.
  • Served on the team for business review and restructuring to reduce footprint to 6 offices which improved the company’s competitive advantage in the market
  • Identified a core model for new markets and an exit strategy for exiting markets to enable effective management of global operational needs and resources 
    
     

System Projects

• Served on SteerCo as Leader to spear-head SAP HCM and ADP payroll implementation.
  • Worked with consulting partners to develop a clear implementation plan that included timelines, milestones, and metrics for success.
  • Led the HR Project team in development, design and testing.
  • Monitored the implementation process against the established roadmap, measuring key performance indicators (KPIs) to assess the software’s effectiveness and adoption. Had minimal rework after system launch.
• Led the HR project to implement SmartRecruiter recruitment system in 3 weeks in response to a project award and immediate staffing needs.
  • Selected an out-of-the box system and created a simple process for candidate review, assessment and interviewing.
  • Trained the 3-person hiring team who successfully hired 50 employees in 30 days.
• Led the HR project to implement Halogen (now Saba TalentSpace) talent management system.
  • Reviewed and realigned talent management processes as part of the development and design of the system.
  • Communicated the software benefits and trained the employees and managers on the performance appraisal module.