Tara Wells-Rhodes

• Global Executive Leader and HR Business Partner liaison accountable for the strategy and execution of the resource plan for the US/Canada, EMEA, India, and APAC regions. Serve as product owner for the workforce planning technology platform and separations tool that aids in forecasting for severance impact. Partner with People Analytics and HR Business Partners to effectively utilize data and insights to inform Finance, talent acquisition, talent development, and retention strategies. Utilize sprint planning to drive necessary HRIS enhancements and system integrations. Own the development and execution of transformational strategies to address functional areas within employee relations and governance that include severance planning, redeployments, benefits, performance improvement plans, return to office efforts, succession planning, and policy consolidation. Lead, mentor, and coach a team of Global HR Managers, Consultants, and Advisors, accountable for providing training, employee relations support and consultative support to over 150+ HRBPs and 1000+ Hiring Managers in navigating people processes and policy changes. Provide daily guidance and support to HR Service Center for policy updates and advisor training materials. Mitigate legal risks associated to employee relations matters by fostering a strong partnership with Employment Legal partners. Provide thought leadership and guidance to the CFO and Finance teams to appropriately plan for and reconcile accruals and savings in alignment with business plans. Create and present business reviews for Executive leadership team on a monthly basis and ad-hoc. Devise and interpret policies and procedures and ensure there is understanding and support to drive adherence. Key point of contact for internal/external audits. Serve as an Executive Sponsor for various Business Resource Groups.

Selected Accomplishments:

• Led the design and implementation of a new policy adherence process to support the “return to office” strategy.
• Constructed an HR Business Partner satisfaction survey to evaluate collaboration and engagement that garnered an 85% response rate.
• Restructured our performance improvement plan process which led to improvements in manager alignment and employee outcomes
• Initiated a post-Covid process audit to identify gaps establishing new controls that aided in a positive internal audit rating
• Spearheaded a global HR policy consolidation effort that resulted 100 policies being consolidated to less than 25.
• Streamlined the offboarding/onboarding process realizing a 35% reduction in manual touchpoints for hiring managers and a 25% increase in both employee and manager satisfaction.

• Global owner and executive leader of the Recruitment Operations and Administration strategy for the US/Canada, EMEA, India, and APAC regions supporting over 20k hires. Led and coached 3 regional directors with an overall remit of 100+ employees. Addressed and resolved issues regarding employment from acquisition to onboarding. Served as a resident expert on HR policy, screening services, and talent acquisition compliance. Foster key relationships with HR business partners, Workforce Relations, Employment Legal, and HR Leadership to effectively facilitate talent acquisition strategy and deliver insight on potential recruitment optimizations. Owned the audit strategy and framework for the Talent Organization to appropriately address process gaps through remediation. Partnered with HR Governance and Legal to introduce appropriate internal controls and consistently drive risk mitigation.

Selected Accomplishments:

• Piloted a global process monitoring strategy to support risk mitigation that resulted in audit scores improving by 50%.
• Selected to be a thought partner on HR policy, TA Compliance, and overall risk mitigation.
• Delivered optimizations to recruitment and service delivery processes that improved client satisfaction by 20% and candidate experience by 30%.
• Effectuated standard operating procedure for onboarding new employees.
• Successfully executed a global remediation strategy that garnered 100% completion ahead of intended timeline.

• Owned all facets of policy development and implementation, regulatory compliance, business process development and optimization, project governance and controlership, training administration, HR operations, vendor selection, RFP administration, contract management, mergers and acquisitions, workforce relations, and employee mentorship. Led efforts to address and resolve policy-related issues regarding employment from acquisition to hiring and onboarding. Served as a key thought partner to the HR Executive Leadership Team on screening services and talent acquisition improvements. Acted as a contact point in enabling recruitment delivery and coordination teams to recruit for 100% of company’s hiring with 14K+ annual hires. Collaborated with HR business partners, HR Service Center, Workforce Relations, Employment Legal, and HR Leadership to facilitate talent acquisition strategy and deliver insight on potential recruitment process improvements.

Selected Accomplishments:

• Recognized for bringing strong business insight and leveraging passion for building teams and developing people to foster innovative talent acquisition practices.
• Played pivotal role in mentoring new leaders with centralized focus on talent acquisition.
• Delivered ongoing revisions and optimizations to recruitment and service delivery processes by leveraging technology.
• Created and administered scalable and sustainable HR and Talent Acquisition solutions through excellence in strategic thinking, tech stack evaluation, and problem-solving.
• Addressed changing business needs and enabled enterprise to execute on transformative growth strategy through development and implementation of virtual resource model.
• Optimized communications, consultation, and strategy between TA leadership and executive while functioning as thought partner for creation of Executive Quarterly Business Review Template.
• Achieved 30% improvement in recruiting process efficiency through centralization of background process.
• Established self-service model for HR personnel that led to 40% decrease in inquiries.
• Facilitated and propelled implementation of screening packages that improved candidate pools for hard-to-fill positions and diminished operations expenses by $250K.
• Lauded for achieving 100% leadership index score for three consecutive years.
• Spearheaded initiatives supporting diversity, equity, inclusion, and belonging to improve cultural image and representation.

• Charged with oversight and direction of IT Service Management support to agile development teams, delivering change and release management services, offering strategic insight to technology leaders, and propelling customer service, performance, and consulting development. Led assessment of project dependencies and barriers with potential impact on project delivery. Headed efforts to review and analyze 500 high-risk changes per week.

Selected Accomplishments:

• Drove collaborative efforts with leaders and business partners on area KPIs to influence and facilitate long-term strategies.
• Delivered continuous service optimizations through effective leadership of global consultant team.
• Administered change and release management training for global technology teams by utilizing ServiceNow platform.
• Heightened leadership personnel performance by facilitating proven-effective leadership and front-line training.
• Established and maintained sustainable partnerships with agile development teams for engagement and transparency.

• Maintained complete oversight of virtual team comprised of change and release management coordinators and facilitated release validation checkpoints administration. Planned and executed Change Advisory Board meetings to assess, disseminate, and discuss high-risk technology changes and customer impact. Engaged in all facets of and drove incident and problem management to continuous resolution.

Selected Accomplishments:

• Developed proven-effective business unit support model that led to sustainable change and release management.
• Achieved 20% reduction in failed change through introduction of AOR champions.
• Created centralized service desk and command center performance targets to be utilized by key stakeholders.
• Parameterized, created, and instituted “accepted risk” process through which cost and benefit of addressing open problems can be easily and seamlessly determined.

• Streamlined operations by identifying inefficiencies and implementing process improvements.
• Boosted customer satisfaction rates through consistent service quality and timely issue resolution.
• Assessed performance gaps within teams by conducting regular evaluations to identify areas requiring additional training or coaching interventions for optimal results delivery outcomes within deadlines set forth by corporate mandates.