MA, Psychology, 3.87/4.00 @
Eastern Illinois University
"Not content with being recognized as a HR Trendsetter by HR Magazine for building a HR Analytics function from the ground up at his former company ConAgra Foods, Mark Berry writes intelligent, witty and refreshingly honest articles. Mark is a CHRO that is leading the charge towards a future HR based on data, analytics and insights, and
"Not content with being recognized as a HR Trendsetter by HR Magazine for building a HR Analytics function from the ground up at his former company ConAgra Foods, Mark Berry writes intelligent, witty and refreshingly honest articles. Mark is a CHRO that is leading the charge towards a future HR based on data, analytics and insights, and as such is someone aspiring HR leaders would do well to keep a studious eye on." (David Green, "What's New in HR Analytics")
My career is distinguished by:
• 20+ year senior HR leader, primarily with two Fortune 200 companies with broad industry (packaging, chemical, CPG, food ingredients, transportation) experience.
• Led HR for businesses as large as $3.5B in sales, 2,800 employees, & more than 40 locations.
• Recognized as 2015 “HR Trendsetter” in HR Magazine (January/February 2015).
• Masters’ degrees in business (MBA) and psychology (MA).
• International (Mexico, Canada, Asia, Europe) and labor & employee relations (grievance administration, contract negotiation, arbitrations, union avoidance, & mediations) experience.
• Subject matter expertise in business & HR transformation (including MD&A), talent management, analytics & planning. Analytics & planning work has been cited in a number of national periodicals.
• Led enterprise change management initiatives, significant organization design work, crafted talent management strategies, and measurably improved employee/labor relations in global human resource organizations.
• Ability to lead strategically and manage tactically, designing the HR programs & processes with ability to also ensure - tactically - that the "building" is done well to realize the intended objectives.
Vice President, Human Resources (Commercial Food Ingredients & Workforce Analytics/Planning) @ ConAgra Foods, Inc. is a growing international $16B, 32,000 employee branded & private brands & food ingredients company.
o Senior HR leader supporting $2.0B, 1,600 employee Commercial Food Ingredients Division (comprised of ConAgra Mills, Spicetec Flavors & Seasonings, and JM Swank). Reported to CHRO, with indirect reporting relationship with president & two general managers. 6 HR direct reports.
o Led HR integration for Ardent Mills, a $4B joint venture with 2,400 employees, 40 operating centers, & 3 bakeries in US, Canada, and Puerto Rico. Led cross-disciplinary HR team in design of HR operating model, programs, & policies, as well as participating in business organizational design work & post-close transition processes.
o Co-led, designed, organized and co-facilitated ConAgra Mills’ “Customer Connect” margin improvement initiative. Formed teams, segmented customers, upskilled customer leads, and aligned resources to high margin prospects. Realized 17% improvement in margin year over year with targeted customers.
o Co-led enterprise personnel cost/headcount benchmarking & personnel cost synergy identification initiative, identifying cost synergies from merger of ConAgra Foods ($12B sales with 24,000 employees) & Ralcorp ($6B sales with 9,000 employees).
o Led enterprise HR transformation project with development & deployment of “People Insights” organization, a center of expertise focused on driving HR transformation through fact-based decision making, best in class workforce analytics, and driving impact of HR programs & practices through predictive analytics.
o Led transformation of enterprise workforce planning processes. Negotiated and led co-innovation initiative with technology vendor to develop “new to the world” operational workforce planning technology. Oversaw redesign of enterprise strategic workforce planning process. From 2012 to 2014 (2 years) Greater Omaha AreaSenior Director, HR (Commercial Food Ingredients; Human Capital Analytics & Reporting) @ o Senior HR leader supporting $3.5B, 2,400 employee Commercial Food Ingredients Division (comprised of ConAgra Mills, Spicetec Flavors & Seasonings, JM Swank, and Gilroy Foods & Flavors). Supported two presidents leading four business units with 12 HR direct reports. Reported to CHRO, with “dotted line” to business presidents.
o Implemented fully integrated talent/performance review processes for Commercial Foods Ingredients businesses. First of its kind in ConAgra Foods, engaging staff (HR, IT, Finance & RQI) leadership & HR to realized fully integrated talent & performance review processes. Optimized succession planning processes with more robust review process & individual development plans. Implemented employee referral program. Improved internal promotion rate by 30%, representation of women by 20% and representation of people of color by 15%.
o Led HR team in divestiture of Gilroy Foods, a $1.5B, 800 employee producer of processed vegetables.
o Led cross-functional team responsible for developing an enterprise "first generation" workforce analytics/reporting self-service platform. Developed business case, strategy maps, and initiative project plan to support evolution of organization's use of fact-based decision-making and workforce analytics & planning. From 2008 to 2012 (4 years) Greater Omaha AreaDirector, Human Resources (Information Technology) @ o HR leader, supporting corporate 600 employee Information Systems & Services (IT) organization as well as enterprise SAP project team. Reporting to VP, HR and SVP for ISS/Nucleus, lead a team of four HR associates.
o Designed & led enterprise organizational change management for SAP general ledger implementation & supply chain implementation, leading cross-function team, comprised of IT, Finance & Supply Chain leaders to ensure successful system “go live”.
o Oversaw HR team members who – in concert with IT leadership team – implemented fully integrated talent development program, with defined job “families”, specific job skill requirements, career pathways, and succession planning.
o Engaged as enterprise “transformation” leader for HR organization, leading projects ranging from establishment of HR project management office to enterprise incentive accrual process redesign (reducing process steps by 35%) to year-end compensation planning/performance review process optimization (reducing process time by 30%). From 2007 to 2008 (1 year) Greater Omaha AreaHR Leader (Director) - Androscoggin Mill @ International Paper is a $29B, 65,000 employee global integrated paper & packaging company.
o HR leader for $1B integrated paper manufacturing operation with 1,000 employees, and 26 staff comprised of HR, safety, technical training, health services, and security personnel. Oversaw SG&A & labor budgets of $80M.
o Led operational workforce planning, realizing two consecutive years of zero overhead growth.
o Led HR integration work to support divestiture of business & formation of Verso Paper. Partnered with professional consulting firm to design compensation structures & benefit programs, implement new HRIS system, set up call center, and facilitate transition to new organization. Met project objectives & beat talent retention targets.
o Led union decertification campaign, winning election with 90% of employees voting for company. Led union avoidance initiative at Androscoggin, implementing series of self-directed work teams to support employee engagement.
o Led implementation of state-of-the-art enterprise time/labor management solution, supporting manager & employee self-service & reducing payroll administrative costs by 30%. Led initiative to standardize shift schedules, realizing improved employee satisfaction while reducing labor costs. From 2005 to 2007 (2 years) Jay, MEHuman Resource Manager (Director) @ Borden Chemical (now Momentive Performance Materials) is a $5B, 10,000 employee global specialty chemicals company.
o HR leader supporting Forest Products' business ($750M revenue), comprised of three business units, and nine manufacturing locations (in U.S. and Canada), engineering organization, and division's supply chain function.
o Planned and coordinated organizational changes at regional R&D center, improving alignment of technical support organization with business groups, improving overall effectiveness while reducing personnel costs by 15%. From 2004 to 2005 (1 year) Eugene, Oregon AreaBusiness HR Manager (Director) - Industrial Papers Business @ o Senior HR leader supporting Industrial Papers’ three business groups and manufacturing organization located in U.S. & Europe with combined revenues of $450M, 1,500 employees, and 11 HR staff.
o Led operational cost reduction initiative, reducing operations headcount by 15% and personnel costs by 10%, leveraging process redesign & addressing work rules impeding efficient staffing.
o Partnered with business general manager in organization redesign & integration of three industrial papers product lines into single entity.
o Led HR initiative to optimize use of SAP HCM post-implementation, streamlining transactional workflows and driving increased utilization of self-service capabilities. From 2002 to 2003 (1 year) Kaukauna, WIRegion HR Leader (Manager)(Automotive Systems Group) @ o HR leader for Container Division’s Automotive Systems Group, comprised of four primary manufacturing sites in Michigan and eight secondary sites in Michigan, Alabama, and Mexico with 500+ employees.
o Led HR transformation of Ace Packaging, replacing all HR personnel, implementing effective HR compliance & audit processes, introducing company HR programs, policies, and practices.
o Led personnel cost synergy initiative at assigned locations, reducing variable overhead expenses by more than 15% through implementation of lean manufacturing processes, employee engagement, and leadership development.
o Designed leadership development program & rolled out to Industrial Packaging Business plants, realizing 20% improvement in engagement scores in first two years of initiative. Received International Paper Global Award of Excellence.
o Implemented parent company HR programs, practices, processes, and policies in acquired facilities, including serving as SAP HCM “power user” for enterprise HR implementation. From 2001 to 2002 (1 year) Mason, OHRegion HR Manager @ o Primary HR leader supporting 6 primary manufacturing facilities in Midwestern U.S. Reported to Region HR leader with indirect reporting to Regional Business Manager. Managed all business-specific human resource functions including (but not limited to) change leadership, talent management, leadership development, associate relations, work system design & implementation, and employment engagement initiatives. Interact with division HR & other personnel concerning broader business issues.
o Led integration of facilities acquired from Weston Paper/Wabash Fibre Box & Union Camp Company, training personnel in policies, processes, and technologies required for effective HR operations. From 1998 to 2001 (3 years) Mason, OHHR Leader (Manager) @ o HR leader for 180+ employee integrated manufacturing operation with annual sales of $400M. Responsible for $12 million labor budget as well as $6M SG&A budget. Led staff of 3 HR personnel.
o Reduced outstanding grievances by more than 80% and improved company “win” rate to 80%. Created database of labor negotiations, arbitrations, work rule violations, and grievances, optimizing research process and driving improved "win" rate. From 1996 to 1998 (2 years) Terre Haute, Indiana AreaDirector, Access Center (EAP) @ o Led creation of hospital’s employee assistance program (EAP) initiative and served as Director, servicing 5000+ employee hospital group and corporate community. Reported to Director of Psychological Services with indirect reporting to Vice President of Human Resources. Directed full-time staff of two with support from three part-time PhD-level clinicians.
o Realized 5% utilization rate within first 12 months of operation with internal customer base and averaged more than 6% utilization with external customers.
o Negotiated weighted average discounts of 20% on outpatient and more than 30% on inpatient services through preferred provider network.
o Recognized for exceptional customer service by external customers, two of whom offered me positions in their HR organizations. From 1994 to 1996 (2 years) Terre Haute, Indiana AreaProgram Manager, Licensed Clinical Counselor, Crisis Counselor @ Licensed clinical professional counselor providing psychological assessments, individual treatment planning, and outpatient counseling to adults, children, and families.
Crisis intervention services, including individual evaluations, short-term crisis counseling, and referral for supplemental services.
Program leadership, overseeing range of programs supporting children, adolescents and families. From 1982 to 1994 (12 years) Danville, IL; Paris, IL; Charleston, IL
MBA, Business Adm., Operations Mgt., 3.83/4.00 @ Indiana State University - School of Business From 1996 to 1999 MA, Psychology, 3.87/4.00 @ Eastern Illinois University From 1985 to 1988 BA, Psychology, 3.27/4.00 @ Eastern Illinois University From 1977 to 1982
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