Vice President Human Resources, Therma-Tru & Vice President, Talent Management, FBHS @ Fortune Brands Home & Security
Director, Global Talent Management and HR, Cooper International @ Cooper Tire & Rubber Company
Principal @ EvoForte
HR Strategy … Executive Performance… Leader Development… Change Management … Tactical Execution
Senior HR Executive helping complex, high-growth, public and private global organizations achieve ambitious business goals through effective recruitment, development, and management of their most valuable resource—their employees. Keen understanding of full-spectrum HR in diverse corporate and international cultures. Superb communications, problem solving, and conflict resolution
HR Strategy … Executive Performance… Leader Development… Change Management … Tactical Execution
Senior HR Executive helping complex, high-growth, public and private global organizations achieve ambitious business goals through effective recruitment, development, and management of their most valuable resource—their employees. Keen understanding of full-spectrum HR in diverse corporate and international cultures. Superb communications, problem solving, and conflict resolution skills.
Proven success transforming teams into best-in-class organizations, improving quality while expanding profitability. Build credibility at all organizational levels. Catalyze cross-functional team interventions, collaborative solutions, and performance-driven, cost-effective initiatives. Decisive, knowledgeable, and focused, thriving in fast-paced environments under tight deadlines. Experienced in union and non-union labor relations, including collective bargaining. Experience making high-impact presentations within C-Suite environments. Six Sigma Black Belt.
Specialties: Team Effectiveness, Talent Management, Talent Development, Leadership Assessment and Development, Executive Performance, Organizational Culture and Behavior, Performance Management, HR Process, HR Strategy, HR Tool Selection & Implementation, HR Metrics, KPIs, and Dashboards.
Vice President Human Resources, Therma-Tru & Vice President, Talent Management, FBHS @ From May 2014 to Present (1 year 8 months) Director, Global Talent Management and HR, Cooper International @ As a leading global competitor in the tire industry, Cooper Tire & Rubber Company, together with its affiliates, subsidiaries and joint ventures has manufacturing facilities on three continents, sales and distribution networks around the world and products that meet and exceed the demands of the world's most dynamic markets. The Cooper family of companies has more than 430 million Cooper produced tires on vehicles around the world, making our products an important difference to the quality of people’s everyday lives.
Responsible for Talent Acquistion, Talent Development, Executive Development, Training, Succession Planning, Performance Management, Organizational Design, Organizational Engagement and Development.
HR, Cooper International
Workign with businesses in Europe and Asia to design an deploy HR Strategy in support of delivering growth in those regions From July 2012 to May 2014 (1 year 11 months) Principal @ EvoForte is an HR consultancy focused on accelerating organizational performance. Through proprietary tools and a Kaizen-based problem-solving and implementation approach, EvoForte enables emerging growth companies to reach their true potential.
Our core offerings include: Team Effectiveness, Talent Management, Leadership Assessment and Development, Organizational Culture and Behavior, Performance Management, HR Process/Systems and Tool Selection/Implementation and Systems, along with HR Metrics, KPIs, and Dashboards. From April 2011 to July 2012 (1 year 4 months) DIRECTOR, CORPORATE and BU HUMAN RESOURCES and IDEX GLOBAL TALENT MANAGEMENT (2006–Present) @ Played pivotal role in transitioning IDEX from $800M holding company with little governance over subsidiaries to $1.4B integrated organization with standardized HR performance benchmarks, management systems, and goals. Integrated practices of 30+ existing and acquired companies in the Americas, Europe, Asia, and the Middle-East. Serve on Chairman’s Council, a group of 15 who meet twice yearly with CEO to discuss direction of company and future process and policy issues.
DRIVE FOR RESULTS THROUGH OPERATING PARTNERSHIPS
Re-engineered Sales Incentive Compensation plans to aggressive variable-based pay structure
Managed European structural actions across two facilities resulting in savings of $1.5M in SG&A
Partnered with Business Unit Leaders on organizational redesign; process outsourcing; and multiple restructuring initiatives, site closures, and transitions
Served as HR Lead on multiple global business acquisitions from diligence to deal close
CATALYZED RAPID GROWTH WITH SCALABLE HR SYSTEMS
Enhanced leadership ability to assess talent, establishing systems, leading pilot groups, and training local HR teams on development, assessment tools, and coaching.
Improved succession planning, new-hire quality, retention, and talent development by creating company’s 1st global Talent Management Strategy and 1st Global Performance Management System.
Paved the way for objective, standardized performance assessments via global implementation of annual and monthly HR metrics.
Drove mission-critical organizational capabilities by tying performance reviews and compensation to a functional scorecard, replacing biased, inaccurate review process and instilling a sense of fairness.
Achieved 88% average participation in voluntary Employee Engagement Program (against a “World Class” standard of 72%). From January 2006 to April 2011 (5 years 4 months) Director, Human Resources @ Reporting directly to the CEO, managed all aspects of Human Resources and Communications. Implemented proven management methodologies in place of “shoot-from-the-hip” culture that had minimized effectiveness of a talented Executive Team. Led Human Resources for $200M Manufacturer of Engineered Racking Systems for Retail, Distribution and Industrial Customers, a 1,000-staff, stand-alone subsidiary of an Australian-based $5B Brambles with locations in the U.S. and Mexico.DRIVE FOR RESULTS THROUGH OPERATING PARTNERSHIPS
Realized $200K+ in savings for FY 2005 by salvaging unsuccessful efforts to implement Lean Six Sigma. Implementing training programs in prerequisite Change Management and Project Management skills, followed by Lean Six Sigma Training and Program Management.
Improved internal equity and market equity, supporting overall objectives by redesigning Compensation Philosophy and Practices to align with actual performance and market value.
Boosted retention 10% and increased quality of talent pool by implementing robust staffing process which included a 15% increase in internal promotions.
ENHANCED LEADERSHIP PERFORMANCE, RECRUITMENT, AND SUCCESSION PLANNING
Strengthened Objectives Review and Planning Process by training Executive Team in Succession Planning and Performance Management.
Rebuilt communications between Executive Team and employees, increasing engagement, morale, and executive visibility with a new Internal Communication Plan that included town hall meetings, newsletters, and email updates.
Focused efforts of executive team by initiating and facilitating 1st Strategy Planning and Design meetings in 5 years. From August 2004 to January 2006 (1 year 6 months) Generalist and Specialist Roles @ Honored with 6 promotions in 7 years. Saved millions of dollars through contract negotiations and process improvement initiatives. Gained early experience in diverse environments, working with union and non-union employees in operations and business divisions with responsibilities that spanned the globe.
HUMAN RESOURCES, SIX SIGMA LEADER (2003–2004)
Directed process improvements and maturation of Six Sigma in 400-member HR organization. Served as project lead and mentor for $2.5B Global Transportation Systems Group, covering Asia-Pacific, Europe, and the Americas.
REGIONAL MANAGER, HUMAN RESOURCES (2002–2003)
Tapped to assume broad HR Management role across 4 U.S.- and Mexico- based facilities for $300M Prestone Group with 350 employees.
MANAGER, COMPENSATION (2001–2002)
Steered compensation strategy and execution of $1B, 5,000-employee Consumer Products Group. Also assumed Head of Digitization, leading projects to streamline operations by transitioning to digital formats. Led CPG website redesign project.
LABOR RELATIONS MANAGER (1999–2001)
Managed labor relations with 850 UAW members at the largest unionized plant in the company and the largest sparkplug manufacturer in North America. Participated in contract negotiations and directed day-to-day interactions and communications with employees and union leaders. Steered Talent Acquisition, Talent Development, and employee engagement.
MANAGER, HUMAN RESOURCES (1999–1999, 6 months)
Drove HR initiatives, programs, and processes for Autolite Plant, a 200-staff manufacturer of spark plug shells. Accountable for employee relations, staffing, performance reviews, organizational development, and benefits management.
HUMAN RESOURCES AND HS&E MANAGER (1997–1999)
Provided HR Generalist and Employee Relations Expertise for Prestone, $300M Market Leader in antifreeze and related products. Worked at Freehold Plant with responsibility for 65 hourly and salaried employees as well as 30 temporary employees. From June 1997 to August 2004 (7 years 3 months)
The George Washington University From 1988 to 1992 Mani Ashleman is skilled in: Strategic Planning, Talent Management, Succession Planning, Recruiting, 360 Feedback, Sales Compensation, Employee Relations, Human Resources, Performance Management, Training, Organizational Development, Organizational Design, Personnel Management, Labor Relations, Talent Acquisition
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