Lisa Sprinkle

Boeing | April 2021 - Present |

787 program/Mid Body Operations

Business partner to the MBU Director, 6 Senior managers, 16 Front line Leader and 568 production teammates on three shifts. Critical focus with my HR presence on factory floor-Tier 1, 2, 3 participation, HR cart, along with offering support to teammates in 1:1 discussion.
Multi-faceted statements of work require critical thinking. innovative solutions in the manner of driving HR engagement supporting business and organizational requirements, facilitate multiple HR policies and processes, Employee engagement with Quarterly events, Performance development and solutions, MBU new hire orientation, weekly Headcount/hiring review, monthly People council, Site wide green room discussions (HRLT/MBU Leaders), Enterprise initiatives-communicate and design best method to communicate and integrate for the multi-level awareness with Leaders and Employees i.e.: Boeing Values, Benefit summary, Connection, Boeing Values etc.
Acting Lead for two additional HR peers, level 3 and HR rotation. Facilitate BSC monthly Front-Line Leader training (developed and present content and group activities.
2024- BSC Reduction in Force focal/team.

• Facilitated employee engagement initiatives to enhance workplace culture and retention.
• Developed and implemented talent acquisition strategies to attract top-tier candidates.
• Conduct performance management processes, offering guidance to managers on evaluation techniques.
• Coached managers on effective employee relations strategies to address workplace conflicts proactively.

RIF Integrator /Engineering-BDS and CORP
BCA HR Team: Worklife & Workday Triage Team-

Review, assign tickets, COP, Metrics
SPEEA Retention focal-BCA-Portland

Reduction In Force (RIF) Integrator
Engineering-BDS and CORP and Engineering
November 2010 - March 2011 | 4 months

RIF Focal
Successful completion of ten (10) RIF cycles for BDS & Corp Engineering
1. Declarations and coordination with HRBP's and RIF Leaders
2. Roster management-front end and back-end efforts
3. Mitigation review and actions in support of change management/RIF metrics
4. Talent reviews-ER support, SME for RIF’s process
5. Special Projects for HRLT-(2020-Enterprise Operations RIF efforts, RIF process SLA’s)

BCA Engineering Realignment & Job Audit Project
Responsible for development and implementation of training for approximately 20 US and 10 International Career Growth Employee Movement (CGEM) job audit team.

Fostered team environment where all help requests, questions and concerns were addressed and shared among team for best practices.

Daily management of Service Now requests-

Focus on quick, accurate response and resolution for assigned cases.
Triage team /partnership with (East region)
Review, assign requests for various CGEM processes-Salary Job changes, New hire on-boarding process, Interview outreach, Exit Interviews, Temporary assignment requests
Adhere to defined SLA's
Engage with COP discussions for process improvements
CGEM-East region-Bi-weekly tag ups-Team fellowship with sharing lesson's learned, help needed, team fellowship
Support CGEM-West-Lean in and Help team with overflow and help requests.

Career Growth and Employee Movement

Special Assignment
Taleo to Workday conversion issues impacting Boeing New Hires and on going badge issues/process.

Member of Enterprise team: SAFe Agile team-IT support, Enterprise Badge team, HR Ops, and MBU HRG's.
Develop method to access issues, define resolution and communicate follow up to requester (New Employee, HRG's and Managers

Created Metrics: Issues/Resolution

Career Growth and Employee Movement
Hyper-Care Team: Implementation of Worklife/Workday

North Campus -Interiors Responsibility Center (IRC), Propulsion (PSC) Boeing Research and Tech. (BR&T)
Assist employee and managers with roll out of Workday/Worklife platform.

Critical focus on learning and understanding for both employees and managers with use of demonstrations, focus groups, one on one help etc.
Introduction to Service Now-technology and use

Worklife Center for Airport all three shifts for employees and managers.
*Worklife Service Center Support Team-Back up for vacations and illness as needed etc.

Career Growth and Employee Movement Team

Central and East regions

Prepare salary analysis and provide counsel to hiring managers and secure Boeing Best Team and Talent.
External competitive offers
Internal promotions, job changes, job audits, etc.
Make use of alignment to Functional Salary strategies.
Management Interview Panel support that is requested for BSC or other sites.
On Boarding Services (OBS) Enterprise Team-New hire Onboarding efforts. 30, 60, 90 days
Lead for BSC site
Review and assign daily work statement for two contractors assigned to Boeing. harl

HRG role prior to HR Transformation

BSC Quality Organization

QA Skill Team -LRBP reductions in place
Project Management -QA Staffing strategy's

HRBP to QA Director; 4 Sr. Leaders, 15 Front Line Leaders 250 Employees-3 shifts

MFPP assignments

Propulsion (Fabrication)

BSC North Campus

Responsible for deploying and administering HR programs, policies and processes
Responsible for developing and implementing Factory Staffing Strategy
Engineering RIF and Mitigation efforts IE Skill team HR Focal-staffing and redeployment efforts
PSC/IE Skill team HR Focal-staffing and redeployment efforts
Recognized by PSC Sr. Leadership with cash award

Airport Site HRPB

Paint Operations-Decorative and Component Operations
* Establish working People Council for paint managers
* Staffing Strategy for Component Paint P

Redeployment of skilled labor on BSC site
Additional HRG assignments:

Delivery Center HRPB

Final Assembly, Delivery Center, Paint Operations and North Campus-IRC/PSC

Managed team of 6 HR Generalists

Daily work assignments

Annual performance reviews for Factory Teammates

Investigations/ECARB

Established shop floor HR office-Final Assembly

Final Assembly, Deliver Center, Paint Operations and North Campus-IRC

Lead team of 6 HRG peers

Provided counsel and guidance HR processes

Supported HRG individual projects

Team Events

Annual Compensation efforts

Investigations

Final Assembly

Provide HRG support to Director, four Senior Leaders, Twelve manager and approximately 350 all teammates on three shifts.
Developed and lead weekly staffing review with management team.
Lead efforts to establish monthly people council.
Partnership with talent management coaching staff, establishing first series of Talent Management review for Final Leadership. .
Engaged and assisted HRGs and Labor relations with Site wide initiatives: Union Campaigns, Org Optimization, ADR case management, employee corrective action processes Investigations, new manager training etc.

Lead and and provided guidance to my peer HR teammates about HR processes: Performance management, Salary Planning, ADR efforts, corrective action, Threat Management, EAP etc.
Developed assignment /projects from HR Manager for resolution and timely turn around.
Embraced and demonstrated the BSC Core 5 values

BCA-Fabrication

Integrated Aero Structures (IAS)

Provide HR customer support for approximately 555 Tooling, Engineering, IE, Quality Employees.

Direct support for Senior Leaders: Engineering, Business Operations, Tooling and Manufacturing Maintenance and approximately thirty FirstLine Managers.
Engage and collaborate with customers to develop strategic solutions for the ATS business needs and workplace issues.
My daily work statement includes and is not limited to the following processes:
· Staffing Efforts-LRBP, Forecast, Requisitions, Interviews, Skill Teams, Summer Interns, etc.
· People Council for ATS-Weekly-Develop agendas and conduct the meetings.
· Creating “conversations” for Employee’s and Managers around HR policies and processes.
· Corrective Action and Employee Corrective Action Review Board (ECARB)
· Development of Future Talent- (9Block, Walk the Wall exercise, Temporary Manager, Team Leaders)
· Performance Management and Retention Exercises.
· SPEEA and IAM Business Reps –collaboration on employee issues that impact workplace performance.
· Threat of Violence
· Employee Assistance Program
· Drug Free Workplace Employee Assistance Program
Teams: Welder Pre- Employment Testing, Team Leader Standard RAA’s for Auburn Site, Auburn High School Interviewing Events

Recognition: Cash Award from ATS Senior Management Team

Integrated Aero Structures (IAS)

Supply Chain Management and Operations

provided HR generalist services to approximately 230 employees and 12 First Line Managers.
My daily work statement was defined by and not limited to the following processes:
Creating “conversations” for Employee’s and Managers about HR policies and processes.
Staffing Efforts- Requisition’s, Interviews, Skill Teams, Interns, etc.
Project manager for South Site Saturday hiring event for Auburn Site.

Recognition: Successful South Site Hiring Event

Contract Labor- Boeing Fabrication

Integrated Aero Structures (IAS)
Human Resources Generalist
Provided HR services to employees and management in accordance with current policies and procedures. I.E: Leave of Absence, Corrective Action, Performance management, Staffing etc. Engage customers with strategic solutions to resolve people issues that may include but are not limited to: EEO, Compensation, Corrective Action, etc.

Developed New Manager orientation modules and facilitated the presentations.

Strong knowledge of HR systems-HRMS, BESS, EITS, BERT, and PVT Etc.