Bombardier Aerospace, Downsview Facility March 2010 to October 2011
Human Resources Business Partner (contract)

Bombardier Aerospace manufactures a large range of regional and business aircraft. including the Learjet and Canadair ranges. Bombardier (Downsview Division) employs approximately 5,200 employees, in a state-of-the-art , unionized working environment. As a Human Resources Business Partner, I was responsible for supporting a segment of the Bombardier team, consisting of Plant Engineering, Maintenance, Logistics and Fabrication (approximately 700+ salaried and unionized employees).

My responsibilities include recruitment, policy interpretation, continuous improvement initiatives, employee development, performance management, succession planning, employee engagement, monitoring departmental KPI, grievance management, lay-off/termination administration and employee communication.

Sanmina-SCI December 2009 to January 2010
Human Resources Manager (contract) October 2008 to July 2009

Sanmina-SCI was a custom manufacturing facility, producing metal enclosures, principally for the telecommunications industry. I reported directly to the Global H.R. Manager in San Jose, California, with a dotted line to the Vice-President/General Manager at the Scarborough facility.

• Led safety awareness and claims management initiatives. Result: Received two IAPA awards – Recognizing achievement of (1) 1,000,000 hours without a lost time accident ( Inmet) & (2) 800,000 hours without a lost time accident (Beck Electric).
• Led Beck Electric through a Workwell Audit. Result: Wrote HS&E policies and procedures for division and trained all team members, completing the audit with a score of 85% (first audit).
• Improved WSIB case management activities. Result: Developed claims management process with Supervisory team, resulting in zero lost time claims at Inmet, during 2006/2007.
• Challenged WSIB penalties on behalf of three Noma divisions. Result: Prepared submission to WSIB Tribunal resulting in a combined total of $500K in penalties reimbursed to Corporation.

• Negotiated lower recruitment fees, based upon volume. Result: Cost saving thru the reduction in agency feels from 20% thru to 9%), by developing partnership with preferred Recruitment Agencies, contributing to divisional cost savings initiatives, cross-divisionally (Inmet/Multimatic).
• Structured & negotiated separation packages for 20% of Inmet’s employees during downsizing (2007/2008). Result: Cost avoidance initiative thru the achievement of a 97% first time severance package acceptance rate, significantly reducing potential litigation costs (Inmet).
• Introduced new progression rate monitoring system (Inmet). Result: Positive impact to Employee Satisfaction Survey results, due to on time progression increases.
• Established change-over team to introduce new Flex Benefit Plan to division and facilitate changeover to new carrier. Result: Met individually with each employee to provide support with new benefit plan queries and on-line enrolment, resulting in a smooth transition to the new carrier, while meeting aggressive changeover deadline.
• Introduced personalized letters sent to employees homes, from the General Manager (Inmet), acknowledging exceptional contribution, family events etc. Result: Positive employee feedback, which also complimented our efforts, as a leadership team, to be seen as more approachable, people-oriented and supportive.