Kris Santo

• Collaborate with and advise Finance and Investment leaders on organizational design, operating model structure, and workforce planning that optimally support operational and strategic objectives of the organization.
• Facilitate human capital strategic plans with leaders and share insights derived from robust business, market, industry, and organizational analytics. These insights, based on data, enable senior leaders to make business and human capital decisions based on a more sophisticated understanding about how our people work and how the organization can help them work better.
• Partner with the business and HR COEs to diagnose human resource implications of the organizations’ strategic priorities to formulate and execute corresponding human capital solutions to facilitate achievement of business objectives.
• Drive a high-performing organization through the acquisition, development, and retention of key talent and provide a framework that enables rigorous and integrated talent management practices in alignment with HR COEs to achieve superior business results.
• Partners with Finance, LOB HRBP teams, and business leadership to develop and execute workforce planning strategies to ensure alignment with future business needs. Influence and conduct gap analyses and scenario planning to anticipate and prepare for future workforce requirements.
• Diagnose large scale organizational effectiveness and team performance issues and partner with senior leaders and their leadership teams with appropriate change management frameworks and initiatives to drive desired change.
• Oversee key HR projects and programs from inception to completion, ensuring alignment with strategic objectives using project management methodologies to guarantee timely and successful execution of HR initiatives.
• Lead change management initiatives, ensuring effective communication and smooth transition processes while cultivating a culture of adaptability and continuous improvement within the organization.
• Lead annual talent processes to include, performance management, performance rating and compensation calibration sessions with leaders, talent review, succession planning with development plans crafted for high potential/high performing talent and identification and implementation of role swaps and rotations as it makes sense to support development.

• · Strategic Talent partner to multiple functions across EYs Global Technology organization in a highly matrixed environment of 4000+ employees.
• · HR lead for large scale transformational activities such as development and design of a new operating model for the global Technology organization, various organizational realignments, and HR lead for executing on an RFP to shift 800 resources globally to a managed service provider with a $84MM savings target over multiple years.
• · Planned and executed reductions in force across the global Technology organization. Including, but not limited to, developing business cases with leaders, vetting through legal counsel to gain approval, developing communication plans and materials and training communicating managers.
• · Closely partnered with senior leaders to align business strategies to human capital programs to achieve the business goals, including talent reviews, succession planning, promotion process, leadership development, training needs assessment, workforce planning, talent acquisition, compensation and performance management.
• · Drove a high performing culture by providing support and training in the areas of goal setting, evaluation, providing feedback, coaching and developmental planning.
• · Provided day-to-day collaboration and support on all types of employee relations issues and worked promptly with key clients to resolve conflict, mitigate employee and organizational risk, and maintain high levels of performance and retention.
• · Led a team of global HRBPs to drive EYs human capital agenda and initiatives across client groups.

· Provided strategic HR leadership to the Global Technology organization and matrix HR business partners in support of 1200+ Technology employees globally.

· In collaboration with IT Leadership, led the execution of outsourcing Avon’s global IT Infrastructure organization to a managed service provider.

· Partnered with business leaders on talent planning initiatives. Identified high potentials and retention risks to create strategic action plans to develop and retain these employees. Identified training and coaching programs to develop high potentials. Led talent planning meetings with business leaders to create succession plans and identified development needs of pipeline successors.

· Partnered with business leaders to guide them through the annual compensation review and annual bonus payout process ensuring the payouts are equitable and address compression issues.

· Partnered with business leaders on annual goal setting process to ensure the objectives were aligned with business goals and have measurable targets.

· Led global year-end calibration meetings to ensure equity across all functional departments.

· Partnered with Legal, HR and leaders to resolve employee relations issues. Coached, counseled and guided management and employees while delivering sound, objective advice to resolve issues. Developed performance improvement plans for those employees that were not performing to expectations.

· Spearheaded the mentor program across Global Technology to identify mentors and mentees across the organization to match mentee development needs with mentor strengths. Monitored the progress of the program to ensure its success.

· Conducted leadership coaching as part of Avon’s Executive 360 program based on 16 core competencies with a concentration on business transformation.

• Managed complex employee relations issues with sensitivity and professionalism to ensure positive resolutions for all parties involved.

• Partnered with business leaders to provide strategic HR support for a population of 3,000+ in the areas of talent and performance management, succession planning, recruiting, compensation, year-end processing, employee engagement, progressive discipline, conflict resolution, and support of firm’s policies and procedures.
• Provided consultative coaching to leaders to support sustained leadership behaviors with a focus on diversity and inclusion efforts.
• Led and directed the annual performance management process, calibration, employee development, succession planning, compensation and people initiatives.
• Partnered with business leaders to create & execute Diversity, Equity and Inclusion strategies.
• Managed employee relations matters, investigated where appropriate and provided recommendations.

· Provided day-to-day consultation, coaching and feedback to managers and employees on issues impacting employee relations, performance management, recruitment, rewards and recognition, compensation and benefit strategy and established policies and procedures.

• Investigated and resolved employee relations issues, which included analyzing evidence, applying relevant laws, policies, and precedents to reach conclusions. Prepared written summaries and provided decisions and recommendations for corrective action. Created and maintained aninternal database for all employee relations issues.
• Conducted internal training programs in areas including, but not limited to, performance management, behavioral interviewing and year-end processes.
• Global HR Lead for Information Technology transformation outsourcing initiative with responsibilities focused on change management, global employee retention, internal communications (including European Works Councils updates), organizational design and risk management.
• Participated as integral member of integration team for planning around the acquisition of new business groups (Weekly Reader and Time Life Inc) into Reader’s Digest Association. Led Human Resources integration efforts with a focus on benefits and policy harmonization, systems integration, compensation alignment and change management.
• HR Lead for Reader’s Digest global location strategy initiatives across the corporate functions organization.

· Directed termination process for client groups as it related to separation letters and severance agreements and ensured all necessary parties were aligned and in agreement.