Bona_steve Resume 2018 o234o

STEVE BONA 663 Bliss Way • Palm Springs, CA 92262 760.459.3814

[email protected]

ORGANIZATIONAL DEVELOPMENT & HUMAN RESOURCE MANAGEMENT CAREER PROFILE  Skilled in strategic and tactical planning, organizational effectiveness, workforce planning, change management, corporate communications, team leadership, employee relations, acquisition & integration, and start-up operations.  Comprehensive experience in talent acquisition & management for executive, managerial, professional, exempt, and non-exempt personnel; well versed in employment regulations and visa sponsorship processes.  Expertise in needs analysis, program planning & istration, instructional design, and human resource development with full budget responsibility.  Effective in developing training partnerships with external vendors, program selection and contract negotiation, as well as, developing & managing related budgets.  Proficient in organizational & job analysis, job design, career development, and compensation management.  Adept in process improvement, policy development, performance management, operations management, and guiding business units to profitability & operational efficiency. PROFESSIONAL EXPERIENCE Maurice Sporting Goods, Northbrook, Illinois, 2007 – 2016 The leading North American distributor/importer/manufacturer of outdoor sporting goods & fitness/athletic equipment with 75,000 unique items and business operations & staff throughout the U.S & Canada, as well as, in Puerto Rico, Guam, and China. Manager, Special Projects – Recruitment & Organizational Development 2016 (remote from California) Director, Recruitment & Organizational Development 2012 – 2015 Manager, Recruitment & Organizational Development 2007 – 2012 Created & manged departmental budgets; led & developed recruitment/OD staff; directed company-wide talent acquisition, organizational development, learning & development, employee/labor relations, performance management, legal compliance, immigration, and relocation functions in a rapidly-evolving, entrepreneurial business environment. Established related strategies & tactical plans, sourced vendors, negotiated pricing & contracts, and partnered with executives to develop new policies and initiatives, as well as lead/execute implementation of projects.  Provided guidance and to business leaders & managers on a range of issues including staffing strategy, restructuring initiatives, change management, compensation, performance, employee/labor relations, and team development, which resulted in significant cost savings, increased engagement, reduced turnover, as well as contributed to the Company’s 75% sales growth over a six-year period.  Led recruitment efforts for executive-level positions (e.g. CFO; VP, Human Resources; VP, PD & Global Sourcing; VP, Supply Chain; VP, Marketing; Divisional Sales VP’s); partnered with the CEO, COO and other senior executives to define positions & requirements and guided hiring teams through selection, offer and onboarding processes.  Partnered with the CEO and COO to implement, refine & manage a comprehensive talent management & succession-planning program, which accelerated the development of key associates & business leaders.  Worked with the CEO and COO to develop a three-year organizational learning roap for business leaders, managers and high-potential associates; identified key topics & programs, developed budgets and crafted related implementation plans; partnered with Sr.Vice Presidents and their reports to finalize program selections and ensure alignment with individual developmental needs.  Collaborated with the Sr.VP, Sales & Marketing to research, evaluate and implement sales training programming for sales division leaders, teams and associated personnel including product and category managers.  Revamped recruitment processes, implemented an ATS and reduced average time-to-fill by 50%; worked with hiring teams to incorporate a strategic perspective during selection processes, which accomplished talent upgrade objectives; eliminated use of staffing firms and reduced recruiting expenditures by 85%.  Established & managed new hire on-boarding and partner programs, which helped dismantle departmental silos and accelerated new employees’ integration, their mastery of job responsibilities and understanding of company strategies, business processes & systems, as well as improved cross-functional collaboration.

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 Designed, managed and facilitated a variety of targeted training programs, which included topics such as leadership, communication, cross-functional teaming, interviewing skills and performance management/appraisal processes, which addressed knowledge/skill gaps and ensured related capabilities were advanced company-wide.  Worked with the VP, Field Operations to restructure the field sales organization; developed a team of newly promoted/hired District Managers; designed & delivered related training, as well as provided ongoing coaching, which enhanced their team leadership, business management and supervisory skills.  Investigated employee concerns & harassment complaints and worked with management to arrive at appropriate, timely solutions, which averted legal action & EEOC charges, as well as financial liabilities for the company. Ball Horticultural Company, West Chicago, Illinois, 2001 – 2007 A world leader in the research, production, marketing, & distribution of ornamental crops, nutraceuticals, consumer products, as well as, industry & consumer publications with 400K sku’s and business operations in 20 countries. Human Resources Manager Managed company-wide learning & organizational development programming for staff throughout North America, as well as, full-cycle recruitment, performance management, compensation and employee relations functions across multiple business units and corporate departments. With full budget ability, researched vendors, negotiated pricing, and garnered executive for initiatives. Conducted nationwide university and internship recruitment. istered education/tuition programs, as well as, established and managed the company’s employee assistance & wellness program.  Spearheaded the design & implementation of a new, -friendly performance management system, portions of which were subsequently published in the 2003 SHRM Performance Appraisal SourceBook.  Created, launched and facilitated a comprehensive management development program that included 20 units ranging from supervisory skills & leadership principles to operational & resource planning; incorporated individual & crossfunctional team assignments, which reinforced learning, promoted continued application of key concepts, dismantled organizational silos, and promoted ongoing collaboration across departments & business units.  Crafted change management & communication strategies for a large-scale lean processing implementation; partnered with management to refine objectives & ensure alignment across functional areas and facilitated related planning meetings, which contributed to a 50% reduction in processing time and a significant decrease in shipping costs.  Partnered with the President of Ball’s publishing unit to institute self-directed product teams; designed & facilitated related training programs and provided ongoing coaching, which led to increased employee engagement, reduced turnover, improved product quality, and new revenue streams.  Reduced turnover from 23% to 2% among Customer & Supplier Relations personnel by developing & managing a tiered, competency-based career progression program, which included establishment of related compensation bands & progression requirements and resulted in the continued advancement of high-potential employees.  istered & analyzed employee engagement surveys, facilitated departmental meetings; collaborated with leadership & managers to develop formal action plans, resulting in improved employee engagement and company-wide reduction in turnover from 15% to 5%.  Conceptualized, designed and facilitated a comprehensive Train-the-Trainer program; managed end- training for an enterprise-wide SAP implementation, which led to a “seamless go-live.”  Initiated and managed an intensive, multi-tiered ESL & Business Skills Development program for distribution & production staff that increased standardized fluency scores 200% and enhanced team communication & productivity.  Developed relationships with key faculty at alliance universities and served as a guest lecturer at Purdue, Michigan State, Texas A&M, UW-Madison, Penn State, NC State, and CalPoly, resulting in acquisition of high-potential talent.  Performed organizational, job and wage analyses, which addressed staffing requirements, improved operational efficiency, aligned compensation with the market, and helped attract & retain top industry talent. HCR Manor Care, Northbrook, Illinois, 1999 – 2001 A Fortune Magazine Most ired Company and leading provider of sub-acute, rehabilitation, dementia, and long-term skilled nursing care with 60,000 employees and a network of more than 500 skilled nursing centers, assisted living facilities, outpatient rehabilitation clinics, and hospice / home health care offices. Sr. Human Resources Manager Responsible for full-cycle recruitment, training & development, policy istration, employee relations, compensation & benefits, HRIS, and occupational safety with oversight of payroll in high-growth environment. Served as an ongoing consultative resource to Executive Directors & HR staff at ten Chicago area facilities; provided during HR position vacancies, as well as, trained & mentored newly-hired facility HR Managers.

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 Established the campus HR Department including policies, programs, systems, and internal controls; earned 100% compliance ratings on all Federal, State, JCAHO, and corporate audits.  Partnered with the Executive Director, as well as, Directors of Nursing and Marketing to align HR strategy with business development goals, financial objectives and operational requirements.  Increased staff and management levels by 1,300% to address dramatic business growth; maintained a turnover rate half the industry average and averted use of costly agency personnel.  Designed and facilitated learner-centered orientation and training programs that enhanced integration and performance, as well as, ensured adherence to Federal, State, JCAHO, and corporate training requirements.  Instituted & facilitated quality circles charged with evaluating operational challenges, as well as, recommending & implementing related process improvements, which ensured compliance with regulatory requirements.  Developed formal partnerships with area educational institutions, served on program advisory boards and implemented internship and RN clinical rotation programs, resulting in alternative talent pipelines for the region.  Created an innovative employee recognition program that reinforced organizational values and advanced service levels & teamwork; conducted salary surveys and implemented competitive, FLSA-compliant compensation programs; istered benefit programs and managed benefits orientation, communication & enrollment.  Chaired the Safety Committee and fostered a cohesive safety partnership between managers & employees, which resulted in zero lost time and only two minor, OSHA-recordable injuries during my tenure. New York Life – Avanti Health Systems, Oak Brook, Illinois, 1996 – 1998 A wholly owned subsidiary of New York Life with multi-state physician practice management operations ing primary care, specialty medicine, and employer-contracted occupational health services. District Manager Hired as part of a new management team charged with turning around business operations/financial performance, optimizing patient care and preparing the division for sale. Directed operations, human resources and patient care functions at five ambulatory care centers. Managed 80 cross-discipline direct reports; developed & managed a $15 million budget; monitored revenues, expenditures, AR/AP, and payroll.  Served on the Regional Leadership Team, which developed financial, operational, marketing, and human resources strategies for 15 ambulatory care centers throughout the Chicago area.  Completed all aspects of business turnaround activities, including financial performance, patient care quality, customer satisfaction, and operations six months ahead of schedule.  Recruited & selected physicians, nurses & nurse practitioners, as well as, clinical & istrative staff; and eliminated use of costly agency personnel, resulting in improved patient care and financial performance.  Partnered with the Regional Director of Operations to establish performance benchmarks & competency-based performance management tools, which ensured cross-functional alignment with company goals.  Spearheaded and/or implemented OD initiatives including self-directed team systems and CQI programs resulting in improved quality, customer satisfaction and overall financial performance. EDUCATION DePaul University, Chicago, Illinois Human Resource Management Certificate, 2000 Completed a comprehensive certificate program that included learning modules in management practices, staffing, employment, development, compensation & benefits, employee & labor relations, as well as, occupational safety, health and security. Northeastern Illinois University, Chicago, Illinois BA Board of Governors Program, 1998 – 2000 Created an individualized curriculum incorporating and completing all major requirements in Human Resource Development, including adult learning theory, instructional design, instructional techniques & technology, communication & facilitation, group dynamics, as well as, multi-media & web-based training. University of Iowa, Iowa City, Iowa College of Liberal Arts, 1981 – 1985 Managed research examining the influence of cooperation, competition, escalated conflict, time-pressure, and third-party influence on collective bargaining outcomes & human decision-making processes; analyzed data and summarized findings; co-authored related papers for presentation at professional conferences.