LuCiana VeLiciana-Sanford

• Facilitating as an HR advisor in devising & effectuating coherent HR Strategies to improve internal processes and procedures resulting in 3.9% reduction in employee relations and escalated concerns.
• Developing and implementing clear people strategies with the assistance of HRBPs and the Legal Team ensuring that consistency services are delivered effectively by all Human Resource components such as company values, people, leadership, reward & recognition, management processes, systems and performance management.
• Rendering consultancy on various aspects of Business and Operations covering diverse areas to improve engagement, goal setting, performance management and identification of learning and development opportunities
• Providing guidance, training, and knowledge to HRBPs and HR Peers on how to identify unwanted union practices and union avoidance best practices.
• Modeling leadership at a strategic and operational level to develop and strengthen human resources services, relationships and the company mission.

1800-Flowers, Inc is a collection of 19 Floral, Food, and Gift Retail Brands with 27 production and manufacturing facilities.

• In this role I partnered closely with CHRO and HR leadership peers and HR Business Partners.
• As a servant leader I provide guidance and support to 8 direct reports, together we developed 28 strategies, policies and procedures, resulting in retention of over 1.2K talented employees.
• Standardize the disciplinary procedures and tracking system that insulated the company for a 17M legal suit and promoted cohesiveness with all departments.
• Partnered with the executive team, lead the organizational efforts to set the tone, nurture a collaborative and culturally competent workplace and promote a culture of belonging and respect
• Revamped and implemented a 6K employee satisfaction survey with a 98% response rate.

• Partnered with senior leadership to ensure the HR strategy is structured and develop HR initiatives and programs that support company goals; develop a strong understanding of their specific business sector and help to address systemic issues for airport locations ATL, ERW, LAX, ORD, IND, MIA, DTW, MCO, and PHL
• Severed as a Trusted Advisor on contract negotiations, mediations, arbitrations, and NLRB issues.
• Partnered with the union leaders to reduce employee grievances by 87%
• Developed and created: a Covid-19 Reopening plan for 24 airport and turnpike locations resulting in a 91% retention rate.
• Created an Electronic CBA toolkit for 9 locations, and Labor Relations Roles and Responsibilities checklist with a grievance tracker providing a 100% paper waste reduction.

• Partnered will stakeholders to build solutions to address talent opportunities, including succession planning, performance management, competency modeling, skill training, and professional and leadership development
• Led performance management, compensation, talent assessment, and employee engagement initiatives and events for a population of 1200 to 3900 union team members
• Provided guidance and support to the department leaders on HR compliance topics such as employment law, EEOC claims, and current HR practices
• Work with the Executive team to develop and implement appropriate training to improve performance and adapt training to a multicultural and diverse workforce.

• Performed behavioral-based interviewing and screening processes to select qualified candidates that best suit staffing needs for Corporate, Management, and Entry-level positions
• Provided guidance and support to the department leaders on HR compliance topics such as employment law, EEOC claims, and current HR practices
• By developing a 3-Day New Hire Orientation Training program, hotels' SALT scores increased in 2017 & 2018, ranking #1 on TripAdvisor, four # in Cleanliness, and 2017's Connie Award nominee, 2018 -2019 Connie Award Winner
• Formed a QA committee to improve our Quality Assurance Results from 94.25 in 2017 to increase to 98.25 in 2018

• Promoted work-based learning programs by conducting outreach and participating in recruitment efforts to increase access to work-based learning opportunities in the Medical and Construction industry
• Achieved development of meaningful partnerships with local and distant businesses that led to work-based learning resulting in employment placements of 6,371 Medical and Construction jobs within four years for young adults ages 16-24
• Participated in WIO/WIA Market Force groups and assisted with preparing, reviewing expenses, and budgets, and allocating 5.2 mm government funds for On-the-Job Training programs and other items affecting job retention and employability.