Heather Kobbe, SPHR & SHRM-SCP

Merged with BPL Plasma

• Consulted with leadership to address alignment, communication, development, talent acquisition and management gaps.
• Led mass layoff, inclusive of designing and implementing severance packages, communications and off boarding process for impacted employees.
• Effectively managed 5-million-dollar labor and operating budget.
• Served as HR functional lead for company acquisition and subsequently merger of two plasma collection businesses (BPL Plasma and KEDPLASMA).
• Led harmonization of culture, HR processes, policies and procedures.
• Maintained "open door" policy to encourage employee communications and resolution of issues.
• Maintained human resources regulatory compliance with local, state and federal laws.
• Collaborated on hiring and training of new employees, professional growth of staff and team building and engagement.
• Participated at strategic and operational level to develop and strengthen human resources services, relationships and mission.
• Recommended appropriate resolutions to employee relations concerns and handled disciplinary issues and investigations of misconduct.
• Fostered cross-functional relationships to connect managers and employees and improve overall efficiency.
• Evaluated human resources structure and plan for continual improvement and offered individuals professional and personal growth opportunities.
• Collaborated with stakeholders across organization to maintain proper flow of communication and execution of planned initiatives and projects.
• Spearheaded shared governance and collaboration on employee relations, HR administration, collective bargaining agreements and related HR topics.
• Managed other HR staff and oversaw completion of tasks and initiatives.
• Liaised between multiple business divisions to improve communications.
• Followed programs closely to assess effectiveness and make proactive changes to meet changing demands.
• Provided updates on HR policy changes to employees to satisfy compliance and state laws.

• As Head of Human Resources, had responsibility for all HR services; inclusive of HRIS, payroll, benefits, recruitment, onboarding, compensation, employee communications, employee relations, employee development, succession management, performance management and offboarding.
• Designed and implemented talent acquisition operating model to support high volume recruiting (+100% turnover).
• Managed HR team comprised of regular and contingent workers.
• Served as HR Business Partner for CEO.

Recipient of Forbes 2021 Best-In-State Employers

Career Progression from Lead HR Business Partner to Director, HR to Senior Director, HR.

• Delivered strategic initiatives that develop and retain high performance at individual, leadership and organizational level.
• Consulted with leaders to address alignment, communication, development and talent acquisition and management needs.
• Direct and indirect supervision of three Managers, three HR Business Partners and indirect supervision of 33 HR generalists.
• Served as HR functional lead for enterprise- wide reorganization of HR services and change management.
• Spearheaded direction and oversight in development and implementation of employee relations strategies and programs designed to minimize and mediate workplace disputes, and to foster positive and productive work environment.
• Reengineered compliance orientation from classroom-based learning to e-learning.
• Developed and implemented top tier leadership development program geared to support administrators which had overall Net Promoter Score (NPS) of 94.11%.
• Led first employee engagement survey design, implementation, communications and action planning.
• In response to high first year attrition, collaborated with Medical School leadership to implement repeatable integrated onboarding tool and program, which resulted in increased retention from 60% to 85%.
• Led HR due diligence for clinical acquisitions.
• Reduced time to fill from 4 to 2 weeks for high turnover clinical positions.
• Directed and coordinated centralized approach to FMLA and ADA administration resulting in one-year reduction from 75% to 10% of workforce being on FMLA and reduction of formal complaints by 100%.
• Reduced time to fill from 4 to 2 weeks for high turnover clinical positions.
• Recruited to be inaugural HR Business Partner for Medical School.

• Initiated and led project that transitioned from paper-based applications to applicant tracking system reducing average time-to-fill by more than three weeks.
• Spearheaded compensation/classification system project that resulted in first compensation structure.
• Effectively managed daily activities of HR team.