Edna R. Comedy, SPHR, MBA, EdD

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1 Edna R. Comedy, SPHR, MBA, EdD (Expected March 2014) 1409 Tamberwood Trail Woodbury, MN Telephone: (Business) (Home) February 13, 2014 James L. Gaudino President Central Washington University 400 E. University Way Ellensburg, WA Dear Dr. Gaudino: Now that I am only a month away from defending my dissertation in educational leadership at the University of St. Thomas, I have begun my search for a rewarding career opportunity. My objective is to join an institution whose leadership understands the critical role human resource management plays in helping carryout its mission and strategic priorities. My preliminary research suggests that Central Washington University is such an institution. Therefore, I write to express my interest in the position of Chief Human Resources Officer and attach my resume for your consideration. I have a lot to offer Central Washington University. My background includes 20+ years of broad strategic leadership experience in human resource management acquired while working both for private and public higher education institutions. Among these are the University of St. Thomas, Syracuse University, and the State University of New York Upstate Medical University. In addition to this set of experience, I also held for twelve years the position of Chief HR Officer and Associate Vice President for an NSF-funded national research institution the National Center for Atmospheric Research (NCAR). I also formed and managed a management consulting firm where the team of HR subcontractors and I provide a range of consultative services to client organizations in various industries. Consequently, my professional background combines business and financial acumen with my strategic HR leadership experience. I believe you will discover that my candidacy offers Central Washington University an indepth knowledge and understanding of the challenges facing higher education institutions in today s competitive and ever-changing funding environment. I also understand the critical Page 1

2 role a human resources department must play to help the institution not only meet but also anticipate both internal and external challenges. This is precisely what the HR team and I demonstrated during my seven-year tenure as Chief HR Officer and Associate Vice President for the University of St. Thomas. We were extremely successful in developing and implementing a variety of cutting-edge HR strategies. These ran the gamut. The strategies I am most proud of include the design and implementation of an organizational development initiative that aligned HR systems, policies, and practices with the mission and strategic objectives of the University. The outcomes of that initiative included the: Transformation of the human resources function into a professional service-oriented organization one viewed today as a valuable strategic partner to senior management and a valuable resource for faculty and staff; Implemented a continuous improvement process through the use of a modified version of the Baldridge criteria, which led to the creation of an HR Business Partner model to ensure delivery of responsive, high-quality strategic HR services and use of analytics to measure the impact and effectiveness of HR services, systems, and processes; Development of both a compensation and benefits program to attract, reward, and retain high caliber faculty and staff; Creation of a best-in-class professional development program called the Leadership Academy to increase institutional capacity through strengthening the capabilities of managers and non-managers alike; Formulation of a cost-reduction strategy, which reduced administrative costs by approximately $2M in a single fiscal year; Implementation of a Human Resource Information System, which includes automated service delivery components; Reduction in the number of employee complaints, employment related lawsuits, and settlement agreements by 90% during my seven year tenure. What you also might be interested in knowing is that throughout my career, I have demonstrated a commitment to developing and leading a first-class, results-oriented human resource organization. I credit my record of accomplishments to several factors my strong leadership skills, substantive human resource experience, and ability to form partnerships not only with senior management and employees at all levels but also with the team of HR professionals on whom I must rely to help me achieve the best possible results for my employer. I welcome the opportunity to speak with you about the parallels between my academic and professional background and the position your institution seeks to fill. You may contact me at 651/ (business) or 651/ (residence). I appreciate your consideration and look forward to speaking with you soon. Page 2

3 Regards, Edna R. Comedy, SPHR Page 3

4 EDNA R. COMEDY, SPHR, MBA, EdD (Expected March 2014) 1409 Tamberwood Trail Woodbury, MN (R) (B) STRATEGIC HR LEADERSHIP Strategic Planning and Alignment Change Management Labor Negotiation A highly accomplished, multi-faceted HR professional with more than twenty years of strategic leadership experience helping transform organizations using best-in-class organizational development solutions, developing business partnerships and solutions, leading successful people functions, and managing multi-million dollar budgets. Demonstrated ability to anticipate the strategic human resource needs of my employer and develop effective strategies to address them successfully. CORE COMPETENCIES Visionary and Collaborative Leadership Key Partnership Development Policy Administration Compensation and Benefits administration Performance Management Employee Engagement Diversity Management Employee and Labor Relations Conflict Resolution Talent Acquisition and Management Organization and People Development AA/EEO Compliance PROFESSIONAL EXPERIENCE Metropolitan State University, St. Paul, MN 05/ /2013 Contract Chief HR Officer This was a contract position. Created an human resources infrastructure which aligned the HR service delivery system and practices with the growing needs of the university; introduced a range of best practices in the areas of talent management, benefits and compensation administration, employee and labor relations, regulatory compliance, HR communications, and HRIS. Restructured the division in order to align its services and talent capabilities with the needs and strategic goals of the institution. Increased the range of talent within the division. Developed and submitted for future implementation a set of change initiatives to improve through modernization and automation of critical HR business processes. Development of a workforce diversity prototype. University of St. Thomas, Saint Paul, Minnesota 7/2004-8/2011 Chief Human Resources Officer and Associate Vice President Provided strategic leadership for all HR functions including talent acquisition and management, compensation and benefits administration, labor and employee relations, policy development and administration, Equal Employment Opportunity, HR Information Systems, and people development; ensured proper alignment between HR strategic plan and the University s mission and strategic priorities through use of analytics and implementation of a continuous improvement process; served as an internal consultant and confidant to the University President and other senior leaders on HR matters; developed and implemented organizational development strategies to build Page 1

5 leadership capability. Served as chief labor negotiation and administrator of three labor agreements; assured university compliance with state and federal labor laws; provided oversight and resolution of workplace challenges, including complaints of various forms of discrimination; worked closely with outside legal counsel to respond to employment-related matters, including litigation; served as the chief labor negotiator for three labor agreements; served as EEO Officer and developed a range of diversity programs and activities. Transformed the human resources function into a strategic and professional service organization one viewed today as a strategic partner to managers and senior management; Increased institutional capacity by increasing leadership and management capabilities of managers through creation of a best-in-class professional development program Automated all HR service delivery systems; Implementation of an HR Business Partner model to meet the increased service needs of the institution; Implemented a continuous improvement process to ensure HR efficiency and effectiveness; Developed a cost-reduction strategy which reduced operating costs by approximately $2M in one fiscal year; Implemented an employee relations program that reduced grievances and lawsuits by 90% during a five-year period; Implemented a market-based total rewards program system and a merit-based performance management program to attract, reward, and retain a highly talented and diverse workforce. HR Strategies and Solutions, LLC, St. Paul, MN 8/ Present President and Owner 7/2000 7/2004 Manage all business and operational activities, including the work of the firm s sub-contractors. Provide a widerange of HR consultative services to client-organizations in the areas of organization development, strategic process integration, workforce planning, internal workplace investigations, diversity program development, and affirmative action compliance, and training and development. Broadened the firm s client base by increasing and exploiting the talents of the firm s subcontractors. Forged successful relationships with several federal agencies from which the firm was awarded federal consulting contracts. Applied and obtained SBA certification as a Women Minority-Owned Business Completed transitional goals and met pre-established milestones as an emerging small business Expanded the firm s businesses and services platform National Center for Atmospheric Research, Boulder, CO 6/1988 7/2000 Chief Human Resources Officer/Associate Vice President for Employee Relations Governed by a then 70-member research university consortium, this position provided the strategic vision and leadership for all aspects of the human resources function, including performance management, talent management, compensation and benefits administration, organizational development, diversity management, professional development, employee relations, health and safety, and AA/ EEO; consulted with senior managers to ensure strategic alignment between their respective divisional objectives and human resources initiatives; identified gaps between organizational capabilities, required competencies and skills, and the future strategic objectives of the institution; developed and led change management initiatives to enhance the institution s overall performance and build greater human resources capability. Additional responsibilities included oversight and leadership for two additional departments: Health and Environment Safety Services, the S.O.A.R.S. Program Office (a federallyfunded, national diversity program). Page 2

6 Implemented an HR infrastructure, where none existed, to align all HR services with the strategic goals of the Center. Developed and instituted the institution s first-ever total compensation system and performance management program. Conceived the vision and secured federal funding for a $3M national diversity outreach program geared toward increasing the number of historically under-represented PhD scientists in the atmospheric and related sciences. Syracuse University, Syracuse, NY Director of Employment Practices and Equal Employment Opportunity 3/1984 5/1988 Directed the university s employment practices division, which included recruitment and retention, employee relations, and equal employment opportunity activities. Designed and implemented strategies that assisted the university in meeting its HR objectives; advised and counseled senior administrators on various HR matters; and assured compliance with relevant labor and employment laws. Investigated and recommended remedial action in workplace discrimination cases, including those involving sexual harassment. Developed and monitored the University s Affirmative Action Plan and programs. Developed and implemented an array of HR policies to address the changing needs of the university Instituted a professional development program for staff State University of New York-Upstate Medical University, Syracuse, NY 1/1981-3/1984 Labor Relations Manager Administered and ensured compliance with the University s five collective bargaining agreements, which covered medical faculty, nursing, civil service workers, radiological and medical technologists, and skilled craft personnel; worked closely with senior management to prepare for contract negotiations and served on the negotiation team. Investigated and issued the University s response to workplace grievances and represented the Syracuse campus at grievance hearings. EDUCATION AND CREDENTIALS Doctorate in Educational Leadership (Expected March 2014) University of St. Thomas Master of Business Administration (MBA) Amberton University Bachelor of Science in Business Administration (BSBA) Thomas Edison State College Senior Professional Human Resources (SPHR) SHRM Certificate in Mediation Center for Dispute Resolution Advanced Certificate in Employment Law Institute for Applied Management and Law Certificate in Negotiation Cambridge Institute Certified Expert Witness in Sex Discrimination Cases Colorado Civil Service Commission PROFESSIONAL ASSOCIATIONS Society for Human Resource Management WorldAtWork College and University Professional Association-HR Minnesota Council on Literacy Board of Directors (Former) National Black MBA Association COMMITTEE WORK Fringe Benefits Advisory Committee Chairperson HR Advisory Council Chairperson Page 3

7 Diversity Advisory Committee Academic and Administrative Leadership Group Pension Plan Advisory Committee Page 4

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