Mychal A. Coleman, Ed.D.

Transcription

1 Mychal A. Coleman, Ed.D. CONTACT INFORMATION 1202 East Macphail Road Bel Air, MD EDUCATION 2010 Doctor of Education -- Organizational Development University of St. Thomas, Minneapolis, MN 1999 Master of Education -- Industrial Relations/Human Resources Development The Carlson School of Management, University of Minnesota, Minneapolis, MN 1986 Bachelor of Science -- Pre-Law Illinois State University, Normal, IL PROFESSIONAL EXPERIENCE 2010-Present UNIVERSITY OF IDAHO, Moscow, ID A land grant, research one University with 12,000 students and 3,700 employees within four job classification systems. The University of Idaho has ten major colleges, five instruction centers throughout the state, and extension offices in forty-two Idaho counties Present Adjunct Community Faculty & Change Consultant In August Reduced FTE status to accommodate and support my wife s residency at Johns Hopkins. Teaching Leadership and Lean continuous improvement courses in the Department of Engineering as well as Advanced Human Resources and Strategic Planning in the College of Business. Provide change expertise in several ongoing University-wide projects such as the Orvis system s conversion currently underway for the library services and facilitating the final wave of talent management and employee life cycle implementation Assistant Vice President/Executive Director, Center for Strategic Initiatives & Continuous Improvement Unanimous choice among academics and senior administration to lead the new Center which was created to build an infrastructure through which the University will achieve its four overarching strategic goals, to embed a continuous improvement methodology into the culture, to design structure that supports academic initiatives, to build a (PDCA) system into the accreditation process, and to develop an organizational learning and leadership environment. Responsible for implementing six strategic imperatives that will enable the Division of Finance & Administration (DFA) to obtain world class status within three years. Responsible for coordinating and facilitating strategic planning activities amongst all strategic business units within the DFA. Responsible for launching quarterly Strategic Repositioning Summits during which each unit leader provides updates to the Senior VP and other unit leaders on strategic gains, thus producing DFA synergies.

2 Mychal A. Coleman, Ed.D. 2 Created Five Core Leadership Competencies needed to achieve the Six by Three Strategic Imperatives. Responsible for conducting bi-annual 360 surveys on each leader s progress towards assimilating the five core leadership competencies into their leadership practices. Designed Management by Objectives (MBO s) for each AVP geared towards supporting the Six by Three strategic imperatives. Responsible for designing quarterly MBO reflective periods when all business unit AVPs meet with the Senior VP of Finance to account for quarterly objectives in pursuit of their overall business unit goals. Implemented a performance management system to support the five core leadership competencies and MBO process which ultimately support the Six by Three strategic imperatives. Responsible for applying the five core leadership competencies to deliver a Universitywide talent management program where emerging leaders are recruited, socialized, and developed to meet DFA leadership standards. Built strategic capacity by embedding continuous improvement methodology into the University culture. Responsible for collaborating with business unit AVPs to design a Kaizen Master s program -- an in-house leadership development program capable of developing internal talent. Created the Best Practices & Continuous Improvement University-Wide Summit (Fair) where superior processes are celebrated, discussed, and disseminated across campuses. Responsible for designing and facilitating steering committees assigned to each Kaizen project to oversee and sustain gains made through re-engineering. Analyzed the accreditation process and designed outcome measures through the PDCA methodology to ensure the process can be sustained. Responsible for the design and development of strategic fusion, a process by which all business unit strategies align toward a coordinated purpose, within the Division of Finance and Administration. Developed DFA mission and vision statements aligned to meet the four overarching University goals. Responsible for developing Strategic frames which will align all DFA business units to a common purpose. Responsible for the design, development, and implementation of the Balanced Scorecard to support and measure outcomes of the business units strategic themes. Responsible for University-wide development and change management initiatives to move academic and administrative units towards greater support of the University s strategic vision Assistant Vice President of Human Resources Responsible for a managing a 1.2 million dollar Human Resources budget, a 5 million dollar bi-weekly payroll system, and a 30 million dollar self-insured benefits administration program. Responsible for leading six HR business units including Employment Services, Benefits, Professional Development & Learning, Payroll Services, HR Administration, and Organizational Effectiveness. Expanded Human Resource products and service offerings to include change management, strategic planning, and continuous improvement. Performed University-wide quantitative and qualitative gaps assessment designed to rebuild relationships with faculty and staff. Gap assessments consisted of interviews, surveys, and listening tours Based on discussions with senior leadership and analysis of gap assessment data, introduced 6 HR strategic imperatives designed to achieve world class status.

3 Mychal A. Coleman, Ed.D. 3 Restructured HR from the HRM Business Model to the HR Strategic Business Partner Model. Reorganized and restructured HR services into strategic business units where HR business partners supported assigned programs, administrative units, and colleges resulting in greater HR accountability and streamlined efficiency of response time. Consolidated job descriptions from multiple HR Specialists Roles (recruiting, compensation, employment relations) and designed HR Generalists roles which increased customer satisfaction by 23%. Introduced the Leadership Development Circle that used both educational and experiential training methods to build HR strategic capacity. HR professionals were trained in the concepts of HR business partner consultancy, needs assessment, and change management. Reengineered HR processes which enabled the redeployment of one FTE from Employment Services to Professional Development & Learning. Successfully merged, integrated, and built interdependencies between businesses that were once separate (Professional Development & Learning, Payroll and Benefits) into the HR group. Created employee relations feedback loops which identified problem areas and informed design of training programs (i.e. coaching, conflict management and policy review). Introduced Insights leadership development system which allow leaders and teams to maximize individual and group strengths Introduced Lean (Kaizen) continuous improvement methodology into the University system. Analyzed and re-engineered the University hiring system resulting in 60% improvement in time to fill ratio and a unified hiring process. Analyzed and re-engineered Applicant Tracking system eliminating shadow processes surrounding data entry and standardizing tracking between Candidates, Search Committees, Human Resources, and Information Technology. Analyzed and re-engineered the University-wide travel vouchers and expense system which resulted in 25% percent less paper, a 3 day reduction in reimbursement time, and a standardized centralized system. Created an Organizational Effectiveness Unit to assist internal clients in designing successful change initiatives and organization development interventions. Launched a year-long interdepartmental Compensation Task Force to examine the feasibility of moving from the Hay point compensation system to the Broad-Banding method THE CARLSON SCHOOL OF MANAGEMENT, UNIVERSITY OF MINNESOTA, Minneapolis A national and internationally ranked MBA program with over 8,000 undergraduate, graduate, and doctoral students and 400 staff and faculty. As part of the University of Minnesota, a land grant, research one institution, The Carlson School of Management has seven academic programs and offers seven different degrees. Director of Human Resources & Senior Lecturer in the HRIR Program Responsible for providing strategic alignment, management oversight, and coordination to the Carlson School of Management community in all areas of human resources including: budgeting, recruitment, staffing, compensation, professional development and training, employee evaluation, change management, employee and labor relations, organizational development, leadership development, policy interpretation, and diversity. Responsible for leading four Human Resources Managers and their twenty direct reports.

4 Mychal A. Coleman, Ed.D. 4 Responsible for management, negotiation, interpretation, and oversight of four labor contracts. One of six negotiators selected by central administration to represent the University of Minnesota s interest in centralized bargaining where four contracts were negotiated. Designed strike contingency plans and successfully resolved two major strikes. Decided when grievances would move towards litigation or arbitration. Oversaw progressive discipline to ensure HR consultant and Management administered due process in accordance with all labor agreements which lowered grievances and arbitrations by 28%. Analyzed, prepared, and presented management s perspective during arbitrations and lead four successful arbitration verdicts where terminations were upheld. Reorganized the Human Resources Department from a traditional transactional and compliance based focus, to a HR Strategic Partner Model capable of providing strategic and change management solutions. Revised non-academic performance evaluations which eliminated ratings inflation (80% of rating were exceeds or excels) by creating and standardizing a leadership summit requiring leaders to calibrate and justify ranking. This resulted in a 90% decrease in rating inflation. Introduced Lean Continuous Improvement (Kaizen) methodology into the University system. Designed on-boarding program which eliminated multiple processes by centralizing and reducing duplication of processes. Introduced an HR ticketing system and service center which documented response time and work flow of transactional processes and improved efficiency and response time by 30%. Reorganized how the IT professionals were deployed and designed an IT service center. Re-engineered payroll and reduced the number of days to generate checks by two days. Designed and implemented in-house Kaizen Master s program which trained and certified employees on methodology. Designed, developed, and implemented a Talent Management Program which connected the HR infrastructure to the selection, development, and socialization of Carlson talent. Created a Carlson specific Employee Handbook designed to link the schools strategy with policies and procedures. Created seven core leadership competencies designed to serve as the overarching vision for recruiting, leadership development, and performance management. Repositioned search committee interview questions based on seven Core Leadership competencies. Designed and implemented the S.t.a.r.t initiatives which positioned the new employee to learn about the department, its goals, and expectations. The new employee also completed all necessary paperwork prior to the new employee orientation. Designed New Employee Orientation which was led by top Carlson executives and provided employees a system perspective on Carlson strategy, organizational charts, and departmental and programs functions. Designed the Talent Development program which focused on developing emerging leaders in the Seven Core Competencies and trained employees to view development as a human experience. Developed and implemented Off-boarding initiatives -- a structured process in which departing employees were educated on Cobra benefits and vacation payouts, turned over University property, and received a debriefing (exit interview, the results of which were fed back into leadership development programs).

5 Mychal A. Coleman, Ed.D. 5 Created an Organization Development unit which partnered with all business units within Administrative Services (I.T, Financial Services, Building Operations and Marketing) to deliver strategic planning and change management. Designed shared services strategy and the balanced score card within Administrative Services (I.T, Financial Services, Building Operations & Marketing) GENERAL FIBER COMMUNICATIONS, Conshohocken, PA Communication and fulfillment cable provider to major telecommunications firms. A subsidiary of a billion dollar hedge fund, GFC employed over 45,000 employees in 128 business units. Senior Director of Human Resources, Midwest Region Responsible for the strategic alignment of all HR initiatives, HR compliance, integration and standardization of 32 newly acquired strategic business units within the Midwestern region of the United States. Responsible for leading twenty-five Human Resources Managers and their sixty direct reports located in each of the regional business units. Responsible for pre-deal due diligence and post-merger integration. Analyzed risk associated with legal charges, workers compensation, and self-insured audit. Merged HR mission, compensation structure, policies, procedures, processes, employee handbook, and training programs. Partnered with Regional Operations Director to design HR strategies that supported each unique business unit. Instituted and facilitated strategic planning for each business unit and designed business unit HR strategy which supported the goals to meet the corporate vision. Analyzed and revised the employee handbook which complied with the Department of Labor s rules between contractor and employee relationships. Responsible for the supervision and oversight of all compliance based issues such as EEO, Affirmative Action, and OSHA reporting. Designed a services HR center which moved all transactional services into the national call center that allowed regional HR professionals to concentrate on core HR duties. Lead task force conversion from Peachtree to the SAP ERP system Oversaw all high level employee relations issues and supervised secondary employee relations. Designed and implemented market-based and broad banding compensation systems which supported the national Headquarters strategic direction. Designed diversity audits and implementation of gender neutral benefits and promotional opportunities LIFE LINK III, Minneapolis, MN A non-profit nationally based surface to air to medical trauma transport unit with 1200 employees, and 300 helicopters and fixed wing planes. Life Link III is owned by a consortium of competing yet cooperative nationally based trauma hospitals Consultant Responsible for providing organization development, change management, and pre- and post-merger integration services to consortium board members made up of Hospital Chief Executive Officers from competing hospitals. Facilitated strategic planning and successfully gained consensus among multiple, competing tactical objectives among consortium CEO members. Resolved conflicts over agenda priorities using such methods as nominative, Delphi, and brainstorming. Member of contract negotiations team; provided expertise and advised Board members on labor contracts, anticipated moves, and reactions of union officials.

6 Mychal A. Coleman, Ed.D. 6 Designed alternative dispute resolutions to remain union free and provided employee relations, compensation and benefits consultation to each strategic business unit director. Member of M & A team that integrated acquisitions, mergers and joint ventures into the consortium. Facilitated pre-deal merger task force that established selection criteria to analyze candidates requesting membership into consortium. Analyzed corporate culture, structure, financial performance, and stability through the internal rate of return process. Conducted HR due diligence by analyzing and auditing current or pending employee litigation, benefits obligations, OSHA, worker s compensation, organizational structure, labor contracts leadership strengths, and competitive advantages driven by people. Lead post integration process, established transition teams, merged compensation, training, development, policies, procedures, culture (when necessary), and centralized ERP systems Director of Human Resources Responsible for providing Human Resources expertise to over 30 Business (Bases) Units throughout the country. Coordinated HR activities between all HR departments associated with consortium member hospitals and Life Link III. Designed strategic initiatives and integrated processes for merged and acquired business units. Designed alternative disputes resolutions and progressive discipline procedures to remain union-free in acquisition without bargaining agreements. Facilitated the design of joint mission statements, strategies and objectives. Aligned processes and performed needs analysis that recommended tactical initiatives such as the design of affirmative action plans, merged best practices, and restructured the compensation system. Led contract negotiations with Teamsters and 8 nursing bargaining units. Responsible for contract interpretation, grievance resolution, and successful outcomes in 5 arbitrations. Provided strategic consultation and facilitation of planning for business units, operations and cross-functional leadership teams. Reorganized and transformed the Billing and Operations department to generate revenue and reduce the billing cycle by four days Human Resources Manager Responsible for providing Human Resources expertise to 10 Business Units (Bases) within the regional Midwest. Interpreted bargaining unit contracts and advised leaders in grievance processes. Performed workforce planning and analysis and developed standard operating procedures and policies and procedures manuals. Designed and developed in-house training and succession planning for management and technical staff. Responsible for training staff and management on sexual harassment, diversity and benefits. Negotiated group insurance plans and maintained self-insured plan CONSULTING PRACTICE, Various Locations Provided contracting and consulting expertise for three large and diverse corporations while transitioning to graduate school. Smead Manufacturing Co, Hastings, MN A privately held company that manufactures office products with annual revenue of 50

7 Mychal A. Coleman, Ed.D. 7 to 100 million dollars and 1200 employees. Designed and facilitated a core competencies based compensation system for nonexempt plant personnel. Analyzed the organization s strategic objectives, established a compensation project team of non-exempt and management personnel, and established a group charter. Facilitated job analysis and evaluations and prepared job pricing and pay structure Established or revised job families and competencies associated with success. Rivertown Trading, St. Paul, MN A mail order catalog firm and subsidiary of the Target Corporation. Designed and implemented a recruiting strategy for seasonal workforce which reduced turn over by 31% and increased the hiring ratio by 34%. Augsburg College, Minneapolis, MN Designed and implemented an affirmative action plan. Designed diversity training and standard operating procedures Developed EEO policies and audit and tracking procedures O/E CORPORATION, Chicago, IL Training & Development Manager Designed and developed in-house training and succession planning for management and technical staff. Responsible for training staff and management on sexual harassment, diversity, and benefits Control Data Corporation, Chicago, IL Compensation Analyst-Job Developer, Control Data Systems Supported three different compensation systems which incorporated and reflected corporate initiatives and ensured that external and internal equity was met. Maintained compensation budgeting ALLSTATE, Northbrook, IL Employment Representative Responsible for recruiting, sourcing and staffing non-exempt, health care professionals, technical and Sr. level management. Interfaced with all HR vendors and executive search firms. TEACHING EXPERIENCE 2006-Present Senior Lecturer, HRIR Department The Carlson School of Management, University of Minnesota Courses taught: Organization Behavior Human Resources Management Organizational Change The Balanced Scorecard Faculty, MBA Program Cardinal Stritch University, Milwaukee, WI Courses taught: Introduction to Finance Managerial Finance Mergers & Acquisitions Community Faculty, SMO Department

8 Mychal A. Coleman, Ed.D. 8 School of Management, Metropolitan State University, Minneapolis MN Courses taught: Strategic Planning Introduction to Human Resources PEER REVIEWED PUBLICATIONS Stauffer, L., Willis, B., & Coleman, M. (2012). Recognizing support staff in the college of engineering: A case study in change management. American Society for Engineering Management (ASEM), 33 rd National Conference. Coleman, M., & Barwis, E. (2011).Creating a kaizen movement during economic turbulence. Quality Approaches in Higher Education, 2(1), Coleman, M. (2009). Self Reflection and the OD Practitioner. OD Practitioner, Journal of the Organization Development Network, 41(2), Coleman, M., & McLean, G. N. (2007). Developing an organization development theoretical lens in mergers and acquisitions. In Globalisation versus Localisation: The 8 th International Conference of Human Resource Development Research and Practice (UFHRD). Coleman, M., Hill, B., Lacy, K., & Stubbs, D. (2004). Facilitating needs assessment and action planning in a nonprofit using multiple OD concepts. Minnesota OD Network, 18(10), 4-5. Coleman, M., & McLean, G. N. (2002). Two approaches to conflict management in teams: A case study. In T. Egan & S. Lynham (Eds) Proceedings of the Academy of HRD Conference 2002 (pp ). Bowling Green, OH: AHRD. NON-PEER REVIEWED PUBLICATIONS Coleman, M., Brooks, T., & Ewart, D. (2013). Building critical mass by creating continuous improvement momentum. The Journal for Quality & Participation. July (2) Coleman, M. (2003). HIPPA compliance: What must be done? Minnesota s Journal of Human Resource Management, 10(2), Coleman, M. (2003). Self-Directed work teams A growing strategy. The Society for Human Resource Management in TCHRA, January, 5(4), 8-9. Coleman, M. (2003). Reaching out. The Society for Human Resource Management in TCHRA, May (4), p.1-4. Coleman, M. (2002). For every action there is an opposite and yet equal reaction. The Society for Human Resource Management in TCHRA, January (4), pp Coleman, M. (2001). Call to duty: Employer responsibility-military leave. The Society for Human Resource Management in TCHRA, Nov (3), pp

9 Mychal A. Coleman, Ed.D. 9 REFERENCES AVAILABLE UPON REQUESTION