Summary
Overview
Work History
Education
Skills
Websites
Certification
Timeline
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Patti Dunlap

Patti Dunlap

Summary

Strategic and innovative HR business partner with a proven ability to translate business vision into impactful HR initiatives. Passionate about driving performance, profitability, growth, and associate engagement. Skilled in establishing rapport and credibility at all levels of an organization. Recognized for a disciplined and flexible problem-solving approach that effectively balances business goals with the needs of associates. Extensive industry experience in logistics/distribution, retail, travel, technology, hospitality, and airline catering.

Overview

32
32
years of professional experience
1
1
Certification

Work History

HUMAN RESOURCES BUSINESS PARTNER

Sally Beauty
11.2021 - Current
  • Improved engagement scores, FY 22- 60%, FY 23-65%, FY 25-69%
  • Worked with Senior leadership to consistently improve Lines Per Hour, FY 21-4, FY 22-10, FY 23-18, FY 24-24.
  • Implemented weekend shift which included hiring 4 exempt associates, and 100 non exempt associates.
  • Created and implemented positive employee relations programs. Reduced the number of ECL calls. FY 21-15, FY 22-24, FY 23-17, FY 24-3
  • Manage organizational talent and workforce planning processes. Reduced Exempt headcount from 18 to 12. Eliminated temp labor in FY 21.
  • Streamlined clerical positions, and reduced headcount from 4 to 2.
  • Mentored, developed, and promoted Chelsea Salgado to new created HR Generalist position.
  • Managed full cycle of recruiting, hiring, and onboarding new employees.
  • Established and built strong university relations with North Texas. Participated in career fairs, and guest speaker opportunities. Hosted UNT Logistics students at NTX.
  • Hired 2 University Hires from UNT in HR.
  • Partnered with senior leaders on organizational development initiatives for continued growth. Promoted 2 Supervisors to Operations Managers, and 1 Supervisor to Senior Supervisor.
  • Coordinated with department heads to identify staffing needs, ensuring optimal workforce allocation. Promoted 4 associates to Leads.
  • Analyzed turnover data to identify trends and develop strategies for improving employee retention. Reduced turnover , FY 21-239%, FY 22-84.3%, FY 23- 69%, FY 24- 29.6%.
  • Reduced lost time in FY 24 by 95%. OSHA recordables improved from 21 in FY 23 to 3 in FY 24.
  • Pilot DC for Award Co.
  • Active member of EmPowHer. Served as Interim Lead in 2022. Currently the Career lead.
  • Conducted health and wellness events, including blood drives, flu shots, biometric screenings, and B-12 shots.

Human Resources Manager

Dollar Tree
02.2015 - 10.2021
  • Company Overview : DC 8 was a 1.2 million square foot facility, which serviced 723 stores.
  • Inbound volume was approximately 56,000,000, and outbound volume was approximately 55,000,000.
  • Average headcount was 375 associates, and 45 Managers.
  • Selected to participate on the peak season staffing strategy team. Implemented tiers, suggestions and costs for recruiting strategies and ideas for the network to ensure staffing levels were achieved and maintained.
  • Ensured associates remained healthy and safe during the pandemic.
  • Implemented protocols above and beyond the required guidelines.
  • Managed 102 positive COVID cases, resulting in 14 Group 1 associates.
  • Improved retention in 2019 by 16% from previous year, by focusing on associate's first 30 days of employment.
  • Implemented STAR (Success through associate recognition) productivity incentive plan.
  • Introduced engineered standards, and enhanced department manager responsibilities.
  • Managed HR team and functions in other buildings when there was not an HR manager on site.
  • Helped staff start up buildings.
  • Received certificate of achievement for excellence in HR leadership.
  • Selected and developed a strong management team which enabled us to provide support for several other DC's. 75 exempt and nonexempt associates traveled
  • Implemented the goal program (Growing Opportunities for advancing leaders).10 participants successfully completed the program, and 3 were selected for Management positions.
  • Groomed 4 Department Managers that were selected to transfer to other buildings to support organization growth.
  • On boarded and mentored 5 HR Managers.
  • Cross trained, and developed an Operations Department Manager to be an Assistant HR Manager, and then HR Manager.
  • Developed an HR Admin to become an Assistant HR Manager.
  • Revamped Human Resources department to streamline efficiencies and maximize talent.
  • Added bi lingual staff to ensure all our communications were in both English and Spanish.
  • Implemented a 5th shift in 2016 due to business needs, direct headcount peaked to 500.


Senior Principal, Human Resources Business Partner

Sabre
01.2013 - 08.2014
  • Company Overview: Sabre is a technology solutions provider to the global travel and tourism industry.
  • Sabre employed approximately 10,000 employees in approximately 60 countries worldwide.
  • Provided full range HR services for 1700 employees within the technology organization.
  • Created staffing model of 50% FTE'S, 50% contractors, 50% onshore and 50% offshore which improved efficiencies and aligned employees to achieve targets/metrics.
  • Analyzed employee engagement survey data to achieve a 92% retention rate in 2013.
  • Led new organizational talent review process which resulted increased successors, 10% SVP, 25% VP.

Manager, Human Resources

The Martin-Brower Company
01.2009 - 12.2012
  • Company Overview: The Martin-Brower Company is a global distribution company that provides end-to-end supply chain management solutions to quick service restaurants.
  • Martin-Brower employs approximately 11,000 employees in 18 countries, and 60 Distribution centers worldwide.
  • Remained union free by aligning the Business strategies and Human Resources strategies.
  • Implemented and effectively communicated key change strategies to include performance measurements which resulted in a reduction of labor costs by 4%.
  • Improved employee engagement survey scores each year by designing engagement teams and developing action plans to address key issues.
  • Upgraded talent at the exempt and nonexempt level which resulted in a 10% reduction in turnover each year.
  • Reduced worker's compensation costs by 30%, and claims by 50%.
  • Improved employee participation for wellness health screens by 35%.


Director, Organizational Development

Pier 1 Imports
01.2007 - 05.2008
  • Company Overview: Pier 1 Imports was North America's largest specialty retailer of unique fashion-forward, decorative home furnishings and gifts.
  • Pier 1 employed approximately 17,000 associates, had 1,072 stores and 5 distribution/fulfillment centers.
  • Created an overall strategic vision to rebrand Pier 1 in partnership with the executive team.
  • Established core values that resulted in the organization's firm foundation for interactions with its associates and customers.
  • Successfully merged 3 HR departments into 1; which resulted in improved efficiencies.
  • Successfully led the organization through 5 reductions in force which resulted in a flatter management organization and improved operations and performance.
  • Implemented key performance indicators for directors and above that were aligned with business priorities.


Director, Human Resources, Distribution Centers

Pier 1 Imports
01.1999 - 01.2007
  • Partnered with Executive Leadership team to build a multi-state on site HR team.
  • Implemented workforce planning, recruitment, training, performance management, succession planning, and retention strategies for 7 distribution centers.
  • Created alignment between Operations and Human Resources by implementing Mission, Vision, Values, and Key Performance Indicators.
  • Developed and implemented Core Competencies which resulted in a 25% increase in internal promotions.
  • Achieved a 10% increase in productivity, improved service, and reduced payroll costs, by revamping the Performance Management process.
  • Maintained union free status, by ensuring proactive practices were in place.
  • Successfully defeated a union campaign drive.
  • Reduced worker's compensation costs by 50%, by revamping Safety Program.


Corporate Director, Staffing

Pier 1 Imports
01.1997 - 01.1999
  • Managed a $400K budget with a staff of 7 recruiters and 3 administrative staff.
  • Created and implemented strategic staffing plan which resulted in the hiring of top talent within 60 days.
  • Led a cross functional team to develop succession planning strategies resulting in a 25% improvement in internal promotions.
  • Increased retention by 10% by creating and implementing Discovery Day for on-boarding new hires.

Manager, Human Resources, Home Office/ Distribution Centers/Stores

Pier 1 Imports
02.1993 - 01.1997

Education

B.S. - Business Administration

The University of Arizona
Tucson, AZ

Skills

  • Workforce Talent Optimization
  • Employee Engagement Strategies
  • Strategic Succession Planning
  • Organizational Efficiency
  • Business Acumen
  • Leadership Enhancement
  • Performance Management
  • Change Process Management
  • Talent Acquisition
  • Coaching and Mentoring

Certification

Certified Yoga Instructor

Timeline

HUMAN RESOURCES BUSINESS PARTNER

Sally Beauty
11.2021 - Current

Human Resources Manager

Dollar Tree
02.2015 - 10.2021

Senior Principal, Human Resources Business Partner

Sabre
01.2013 - 08.2014

Manager, Human Resources

The Martin-Brower Company
01.2009 - 12.2012

Director, Organizational Development

Pier 1 Imports
01.2007 - 05.2008

Director, Human Resources, Distribution Centers

Pier 1 Imports
01.1999 - 01.2007

Corporate Director, Staffing

Pier 1 Imports
01.1997 - 01.1999

Manager, Human Resources, Home Office/ Distribution Centers/Stores

Pier 1 Imports
02.1993 - 01.1997

B.S. - Business Administration

The University of Arizona
Patti Dunlap