Derrick Pauly

• Lead HR Business Partner providing strategic HR support for Chief Product Officer
• Advised on executive skills gaps and created and delivered a training program for 30+ global leaders focused on evaluating and assessing performance criteria
• Directed an organizational design review which resulted in consolidation of product related organizations and functions under a new CPO model; inclusive of identifying key leadership roles necessary for Product Management and Cloud Services
• Completed redesign and implementation of new technical career profiles and career paths for global software engineering organization
• Created a $1.3M USD engineering retention program with 70% success of retention over 1 year during the famed “talent war” era
• Lowered annual attrition from ~14% to less than 5% over 1 year period
• Advise on annual salary planning, establishing spending targets and key guidelines to align to our pay-for-performance philosophies
• Participated as HRBP representative for key HR process improvement initiatives
• Direct and coordinate efforts of regional HRBPs across North America, EMEA and Asia for activities within the CPO organization
• Mentor and lead activities of Jr HRBPs and HR CoE members on work happening in the CPO organization
• Salem, UT 84653 | 970-691-9422 | derrickpauly@gmail.com

• HR Leader for global P&L organization of ~2200 employees.
• Creating and implementing multi-year talent management strategy aligned with updated corporate strategy. This includes identifying key and emerging talent, leadership skills assessment with targeted learning plans, creating a gap analysis of current technical/functional skillset vs. future needs with proposed creation of employee affinity groups for technical development and upskilling.
• Leadership coaching at all levels within the organization including SVP and VP level managers.
• Key contributor on workforce strategy for mitigating high turnover in APAC regions by creating a new workforce location strategy for hiring in lower cost, talent rich countries.

• Lead HR Business Partner for HP’s new Personalization & Industrial (formerly 3D Printing) division supporting 3 SVPs in Software, Sales, and End-to-End Strategic Applications with global employee footprint
• Coordinating the organization design for 5 SVPs with a focus on reducing management layers while increasing agility to enable a new business incubation capability within HP
• This resulted in a new helix reporting structure, enabling resource allocation from multiple horizontal structures
• Conducted organizational analysis for the AMS Sales organization for talent gaps and appropriate structure for sales engagement for a new industry to HP
• Facilitated a team integration for new SVP and his direct staff team focusing on team cohesion, work styles, team forming and creating a software culture to attract and retain the best software talent in our markets
• Managed the compensation review and year end evaluation process for the entire organization.

• Led all talent and development initiatives for 4 Executive Vice Presidents and their organizations including the global sales organization
• Organized and ran the formal Talent Review process with executive leadership teams with a particular focus on top talent and high-potential talent development
• Managed a corporate wide initiative to determine current technical talent and future talent needed in the organization
• This resulted in creation of new technical training deployed to approximately 16,000 employees
• My work was recognized by several executives including the
• CHRO and Chief Engineer
• Created an organization wide leadership training series for the Personal Systems organization called Leadership Unlocked
• As part of this initiative I created content specifically around Change
• Management, Career Development.

• Created and implemented a measurement system to track progress on corporate labor strategies
• This process was deployed and utilized by the entire Workforce Planning department in preparation for executive presentations for a key HR initiative
• Responsible for deploying headcount targets to align organizational size with affordability for approximately 5,500 employees across four Executive Vice President groups
• Created a 3-year labor strategy to align our workforce talent, location, and functions to business strategies for four SVPs and their organizations
• Working closely with finance and business leaders, I lead the process to forecast headcount trajectory and provide guidance on mitigation initiatives when we are at risk to headcount targets.

• Partnered with two VPs and their departments to align HR strategies into appropriate goals for organizations of ~750 worldwide employees
• These activities included all aspects of human resources support with particular focus on organizational development, staffing, L&D and business growth and strategy
• Coached a global staff of executive and senior management in change management and strengths-based leadership
• Through continued coaching on strengths-based approach, our team improved its abilities in task delegation and decision making
• Progress was tracked quarterly to measure effectiveness in Unity, Agility and Clarity improving by ~15% in each area
• Managed the organizational restructuring of a global engineering department to reduce quality errors, increase customer responsiveness by creating a new department focused on responding to domestic and international customer issues within 24 hours
• Selected for 6-month task team to identify and create a revenue growth strategy for the services and aftermarket functions of the business group
• I provided strategic direction on organizational and delivered input on cost structuring to model future P&L impacts of the services and aftermarket business to the company
• Managed a global cross-functional team of HR professionals to deliver a redesigned Tuition
• Assistance Program
• This project was identified as a key initiative in our global HR strategy
• I presented the completed project to the CHRO and received full approval.

• Designated HR Business Partner for the leadership team of the largest department providing support to senior leadership on strategic HR initiatives including staffing, leadership development, and employee engagement
• Created a standardized approach for internal investigations.