ALBERT A. WILLIAMS, SPHR, CCP, SHRM-SCP

• Provide oversight for full-life-cycle talent management
• Implemented paperless workflows and digitized record keeping, saving $500 thousand, plus year over year, and reducing its overall carbon footprint, while increasing overall efficiency and effectiveness of service delivery
• Implemented metrics, analytics, dashboards, processes and procedures, and SOPs that enhanced continuity of service delivery; contributing to a reduction in TTF (30 days+), TO (50%), & Retention - increase in avg, YOS from 4.3 to 5.1; lowering vacancy rate to 17%
• Reduce reliance on external staffing by98%
• Lowered unemployment and legal exposure through enhanced communication and consistent application, interpretation, and execution of performance and disciplinary-related policy and procedures.

• Provided oversight and guidance on the effective onboarding of staff; ensured dissemination, understanding, and execution of policies and procedures; served as primary POC/PM for set-up, training, utilization, and rollout of related technology and systems access
• Built and maintained relationships with community organizations.
• Devised programs to promote diversity and inclusion among staff, faculty, and students.
• Developed and implemented dynamic communication strategies.

• Provided senior-level oversight for full-lifecycle talent acquisition, onboarding, and succession management
• Employed metrics and analytics to objectively guide decision-making and strategically align goals, objectives, and deliverables
• Slashed recruitment cost by $150K year over year; netted $300K in cost savings
• Increased total fills by 23%
• Decreased Time to Fill (TTF) by 45 days
• Launched Brand Ambassador Program which leveraged top-performing employees in effectively attracting potential candidates to fill niche roles
• Spearheaded social media campaign to expand brand awareness and value proposition to engage and attract passive candidates.
• Reduced related employee and labor relations complaints through consistent interpretation and execution of policy and procedures

• Implemented best practices
• Standardized and documented related policies, procedures, and processes
• Served as project lead in the development, implementation, execution, and administration of a comprehensive base pay, compensation program for over 200 job titles.

A provider of professional, technical, support, and management services for government and commercial clients around the world.

• Bridged management philosophies subsequent to the acquisition of NSP; succeeded in implementing and migrating to several new systems to facilitate an enterprise-shared services platform
• Provided global oversight for full life-cycle talent management, communications, employee relations, and labor relations functions; span of control for 20 functional HR professionals, globally
• Served as Project Sponsor for large-scale projects involving migration of multiple systems (e.g., time management, HRIS, payroll, performance management, applicant tracking)
• The project was successfully completed in less time and under budget
• Served as First and Second Chair in contract negotiations with union locals 99 and 32BJ, impacting five (5) contracts, covering approximately 580 O&E and HVAC personnel
• Five (5) union contracts were successfully negotiated through to the conclusion
• Effectively mitigated all outstanding employee and labor complaints through to resolve.

A cable, telephone and Internet services provider in five(5) major markets, servicing 420,000 residential and small business customers.

• Recruited by CEO for expertise in start-up and turnaround operations
• Partnered with management and drove organizational effectiveness during a period of rapid growth and change; annual revenues grew from $750M in 2006 to just under $1B in 2010
• Provided senior HR oversight for workforce planning, recruitment, training & development, employee relations, internal communications, performance management, compensation & benefits, HRIS, change management, and executive on/off-boarding; Led two direct and 12 indirect reports with overall responsibility for 2,300 employees
• Reduced overall SG&A by $1.8M and increased efficiency by implementing new HRIS/applicant tracking system
• Reduced turnover from 26% to 18% across corporate headquarters
• Slashed vendor fees by 5% by standardizing and centralizing the contract approval process, while ensuring the continuation and enhancements of services
• Led cross-functional project team in development and rollout of an internal, intranet portal
• Reduced operating downtime with implementation of web-based training and shared service platforms
• Boasted zero labor and EEOC complaints filed with DOL and EEOC by corporate staff over a 4.5-year window; averted unionizing attempts in two major markets.

• Behavioral mental health services provider to federal and state correctional facilities
• Collaborated with CEO and CFO in aligning human resources and business objectives
• Oversaw workforce planning, recruitment, training and development, and EEO/OHSA compliance and reporting
• Investigated harassment charges, union grievances and other employee relation concerns
• Led three direct and six indirect reports.

• MD – The largest general agency in the U.S
• Supporting brokers in the selling of employee benefits to small businesses
• Provided senior human resources oversight for all eastern regional offices, New York to Florida
• Directed workforce planning, recruitment, training and development, employee relationships and on/off-boarding of staff
• Managed assimilation of new management and employees into company, subsequent to acquisitions.

• Directed all human resource functions, including recruiting, compensation and benefits, payroll, on/off-boarding and employee relations
• Managed layoffs and prepared severance agreements, and delivered WARN notices during acquisition, and subsequent sale
• Led four direct and 15 indirect reports; purchased by United Health Group in 2001.