Jeanette Higham

Responsible for providing leadership and direction on all employee matters while ensuring the business meets its strategic and financial objectives. Directly reporting the CEO and an advisor to the Board of Directors, lead the HR function including talent management, recruitment, performance management, employee relations, immigration, compensation, mergers and acquisitions, organizational development, employee benefits, internal communications, payroll, and compliance.

• First ever female Executive leader at OWI reporting into the CEO.
• Launched the company wide Diversity, Equity, and Inclusion initiative within the organization, including creating a diversity statement, redefining the Mission, Vision, and Core Values of the company.
• Manage all the M&A activities including vertical integration of manufacturing plants in Riverdale, IL (2022), Prattville, AL (2023), and New Kensington, PA (2023), as well as acquiring a chemical sales company (2020), and shutting down one of our major divisions (2023).
• With the help of an outside consultant, designed a new compensation program which included job descriptions, career bands, a defined bonus structure, and career paths for each role in the organization.
• Developed the first ever performance management process, directly aligning pay to performance.
• Created and lead the “Culture Club” within the organization focused on employee related activities including wellness, reward and recognition, OWI cares (philanthropic organizations we partner with), the company newsletter, Environmental, Social, & Governance (ES&G), and employee organized events.
• Responsible for creating and administering all the bonus plans throughout the company, including the Sales Incentive Plan, Short-term Incentive Plan, Management Incentive Plan (Executives only), and the Long-Term Incentive Plan (Executives only).
• Realigned the HR team from just tactical responders to best in class business and leader partners.
• Manage the HR budget, as well as all the benefit costs per year (over $100MM a year)
• Develop all annual benefit plans by partnering with our vendors and presenting recommendations to the CEO and Board of Directors for approvals.
• Effectively lead and mentor 6 direct reports and a total HR team of 7.

Responsible for aligning the people strategy with the business needs to deliver the global growth initiatives. Reporting directly to the CEO and the Board of Directors, led all aspects of the HR function including talent acquisition, talent management and development, benefits planning, compensation, and employee relations for the US, UK, and Netherlands.

• Spearheaded successful talent management programs including succession planning, training and development, career pathing and personal development plans.
• Significantly upgraded talent throughout the organization by implementing a global Behavioral Based recruiting program which provided a reduction in turnover from 15% in 2016 to 9% in 2017.
• Reduced external recruiting spend by 200% through establishing “Preferred Provider” relationships with on-line recruiting resources, building the employee brand through social media and enhancing our employee referral program.
• Developed and rolled out updated Paris Presents’ Core Behaviors and new Values based on cross-functional feedback.
• Revamped and rolled out a global performance management and compensation program.

Human Capital senior advisor supporting the General Manager of the Long-Distance Business Line as well as their management team located in multiple offices throughout the United States. Provided full cycle Human Capital Management strategic guidance for achieving business objectives in all aspects of HR. Supported over 5,000 union and non-union employees in the areas of Road Operations, Mechanical, Engineering, Safety and Finance.

• Key HC Partner with the General Manager on reorganizing the business line and integrating operating functions (Transportation, Mechanical, and Engineering) into the business line to maximize collaboration and improve service delivery.
• Project managed the creation of a new, company-wide compensation program, aimed at identifying like positions and placing them in “bands”, with more competitive bonus structures.
• Lead HC Business Partner on the re-alignment of the talent acquisition team from geographic location recruiting to functional/business line recruiting.
• HC Business Partner responsible for creating a consistent performance management program, including automation, goal setting, assessing performance and a pay-for-performance cultural change.
• Managed a $3.2MM budget for the HC Business Partners throughout the U.S.

Served as the strategic global HR Business Partner to the highest level senior management in a $4B organization on long-term initiatives with a focus on best business practices aligned with the finest HR processes including organizational development and restructuring, workforce planning, project management and human capital management

• Supported over 1,200 R&D (65% US based and 35% global) and 300 EA&I employees (15% US based and 85% global).
• ·Member of the Human Resources Leadership Team reporting directly into the SVP of HR and supported 25 professional HR employees ranging from HR Operations Managers, Recruiters and Administrative Staff.
• HR Partner responsible for collaborating with 5 HR Operations Managers around the world located in Italy, Netherlands, Singapore, Mexico, and US who were then responsible for the execution of HR strategies created to support the functions
• HR partner who led a team in creating common employee policies, talent selection processes, global performance management tools and HR processes between Sealed Air and Diversey.
• Program and project manager for a $7MM Child Development Center located in Mt. Pleasant, WI for Diversey employees, which successfully opened on October 1, 2012. Responsible for design, development, contract management, on-going budget, program development and overall project management of the center.

• Principal HR Partner with the Global IT team on reorganizing employees from location-based IT support roles to functional-based IT support roles and responsibilities. Contributed to strategic organizational design, writing, and evaluating job descriptions, determining the most capable employee for each role, change management, and effective communication (2008 and 2010).
• HR Partner with the RD&E function in reorganizing from regional RD&E support to a truly integrated Global function with over 650 employees worldwide to ensure consistency and career progression throughout the world.

• Pioneered a global exit interview process with a consistent approach, standard operating procedures, online interview questions, and the capability to analyze results and make necessary decisions. Feedback increased from 23% to 88%
• Successfully developed and rolled out a new Performance appraisal process including communication strategy, change management, and training for all Employees.
• HR leader in the execution of closing our very profitable Polymer based chemical processing division after it was sold to BASF impacting 100 chemical processing, long-term employees. Managed through the execution and communication of terminations, outplacement, benefits, WARN act and shutdown of the division.

• HR lead responsible for all Corporate functions within Culligan including Legal, Marketing, Finance, Strategy, and Operations.
• Project manager for the shutdown of the manufacturing plant and the move of corporate headquarters from Northbrook to Rosemont.
• Managed 2 direct reports.
• Managed HR budget of $1MM.
• Responsible for filing Affirmative Action Plans on an annual basis.

• HR Manager responsible for over 500 Call Center employees based in Schaumburg, Fort Washington, PA and St. Petersburg, FL.
• Managed 3 direct reports (Florida, Pennsylvania and Illinois).
• Developed a new Rewards and Recognition Program that was implemented company-wide January 2005.
• Created a new Performance Appraisal process including forms, training, and an employee feedback process for all non-exempt associates.

• Responsible for HR support of 250 manufacturing associates working in a 24/5 operation.
• Managed 3 direct reports.
• Designed and implemented succession plans with related core competencies for all 75 management associates.
• Rolled out new FMLA policies, procedures and related training; centralized processes and ensured compliance—achieved more efficient customer service and education to all associates.
• Conceived and generated a concise, ongoing orientation program for new employees including introductions to high-level business leaders, safety training and ethics indoctrination.