Sr. HR manager

 Develops, implements, and oversees Human Resources strategies, programs, policies and processes build capability, drive employee engagement and ensure legal / corporate compliance. Provides supervision, coaching, and guidance to a team of human resources professionals, fostering an environment that recognizes and rewards personal development and continuous improvement initiatives. Partners with business leaders on talent strategies including organizational design, talent development, talent acquisition, compensation planning and employee engagement.

 Critical Focus Areas:

• Demonstrates the ability to build capability in the organizations by: ─ understanding and can clearly articulating their SBU’s/function’s KPIs, AOP and 3-year business plan
• leading capability planning workshops (CPW), utilizing the standard process
• leading CPW follow-up action planning calls driving accountability and results
• planning and facilitating quarterly Talent Reviews with business/functional leaders
• clearly articulating the strengths and weakness of leaders/team members
• identifying potential successors
• ensuring high-quality development plans are in place for key leadership and high-potential talent
• ensuring performance management processes are followed
• ensuring organizational efficiency through org design reviews including decision rights
• teaching and holding HRMs accountable for applicable actions listed above

Demonstrates the ability to acquire the talent necessary for organizational success by:

• leading resource planning sessions with business to ensure the right roles are sourced
• ensuring use of Targeted Selection interviewing process to ensure best candidate selection
• ensuring development of diverse talent pipeline for current and future needs
• ensuring employment offer processes are followed and understands total compensation methodology when making offers
• demonstrating the execution of robust onboarding practices
• teaching and holding HRMs accountable for applicable actions listed above

 Demonstrates the importance of driving employee engagement by:

• Understanding, clearly articulating and teaching the 14 factors of engagement
• interpreting and teaching others to read engagement survey reports
• ensuring use of standard survey administration processes
• ensuring site/function engagement action plans are valid and implemented
• leading focus group sessions with business/functional leaders
• leading follow-up action planning meetings/calls for bottom quartile plants driving accountability and results
• teaching and holding HRMs accountable for applicable actions listed above

 Demonstrates the ability to deliver administrative efficiency by:

• ensuring local, regional, national legal requirements are met
• ensuring Tenneco policies and procedures are implemented and followed
• auditing processes/procedures to ensure high quality
• staying current with industry/professional trends
• demonstrating the use of CI tools to identify inefficiencies/problems and implement solutions
• demonstrating the use of change management processes
• holding monthly, action-oriented reviews with team to ensures priorities are met in terms of quality and timeliness
• teaching and holding HRMs accountable for applicable actions listed above

Education / Experience / Skills:

Education / Experience:

• Bachelor’s degree required. Master’s degree a plus.
• 18+ years of progressive experience in human resources or organizational development roles. Experience in a manufacturing facility is a plus.

Competencies:

• Cultivating Networks and Partnerships – identifies partnership internal and external opportunities; initiates collaborative relationships; expands mindset by showing a willingness to work across boundaries.

• Inspiring Excellence – drives high standards; initiates action and moves others toward envisioned outcomes; continually focuses others on performance gaps; works relentlessly to overcome obstacles.

• Leading Change – proactively recognizes a need for change and takes accountability for implementing; offers resources and director to support implementation; recognizes and rewards those who contribute; helps others to overcome resistance to change.

 Building Organizational Talent – establishes processes to attract, develop, engage and retain talent; determines the mix and level of talent required by the organization; recruits strategically for current and future business challenges; champions talent development; promotes differential rewards; emphasizes retention.

 Business Acumen – uses economic, financial, market and industry trends to understand and improve SBU and/or organizational results; understands the interdependencies of organization functions and supporting processes; understands Tenneco’s industry.

Organizational Decision Making – secures and compares information from multiple sources to identify business issues and commits to an action after weighing alternative solutions; makes timely decisions; involves others in decision-making as needed to generate alternatives and gain buy-in.

Travel:

• Up to 30% travel may be required within the region of responsibility.

Physical Demands & Work Environment:

• Often required to sit and use their hands and fingers to handle or feel.
• Occasionally required to stand, walk, reach with arms and hands, climb or balance and to stoop kneel, crouch or crawl.
• Vision abilities required include close vision.
• Occasionally exposed to moving mechanical parts and vehicles.
• The noise level in the work environment is usually quiet to moderate.