Jim is a skilled project manager who can help a Human Resources department show true, measureable business results. Jim helps clients by researching their requirements, designing simple and effective solutions, and managing projects to implement the solutions on time and within budget.
With 27 years of experience in HR project management, training, and organization development, Jim offers the ability to deliver learning, talent management, and organization development solutions to real business problems. He is especially skilled in developing innovative learning that gets applied, in building teams that exceed expectations, and in designing organizational processes that reduce costs and improve output. Industry experience includes manufacturing, natural gas transmission, petrochemicals, trading, and management consulting.
A sampling of major implementations that Jim has led includes:
Managing a team to migrate over approximately 600 pages of content and documents from over 30 separate websites onto one SAP HR Portal. The aim was to create a single source of HR information for over 24,000 US employees at BP plc. This was part of a $17 Million global project spanning 4 years and involving a project team of over 400 people. The US migration team met its original go-live target with very few residual issues, all of which were resolved within two weeks of cut-over.
The creation of a comprehensive Human Resources self-audit used by intermediate sized businesses to determine vulnerabilities and future strategies with regard to their employees. This audit was used with several clients in the Chicago area. It is credited with uncovering compliance issues that could be resolved very quickly with almost no investment, and strategies that created increased morale and reduced turnover.
An organization capability assessment and strategic change initiative for Human resources at a major US oil and chemical company. Successful implementation of this initiative brought about a transformation of the Shared Services HR function from a transactional department to a consultative business partner in less than three years.
A cascading team building project at a US natural gas pipeline company, involving seven high profile teams which were formed in response to deregulation of the natural gas transmission industry. This project, which spanned two years, enabled the company to emerge as one of the premiere pipeline companies in the US in a time of great turbulence in the industry.
An integrated management succession and development planning process for the top 300 executives of an international printing and business systems company. The result was process for converting corporate strategic plans into leadership requirement forecasting, development planning and resourcing strategies.
Jim is a former Lincoln Award examiner and past officer on the board of the Chicago Deming Association.