doug pettis

HR Manager at Eaton's B-Line Series manufacturing facility (~350 employees, $60M-70M annual revenue).

Corporate talent acquisition consultant / corporate recruiter with a focus on human resources, engineering, and program manager roles for North America.

* Supported $100MM+ Eaton Lighting business unit with 400+ employees. Included manufacturing, warehouse, supply chain, operations, sales, marketing, finance, engineering, and customer service functions. * Provided all typical generalist and HR Manager support for the facility, including employee relations, benefits, investigations, training, policy communication and updates, performance management, recruiting, succession planning, onboarding, engagement, leave management and more. * Key accomplishments for 2016 include: * 36% YOY reduction in total turnover (40% voluntary YOY) * Created and executed comprehensive engagement plan for whole facility, resulting in decreased turnover and higher engagement. * 37% YOY increase in formal recognition given to employees, showing improved focus on recognition and valuing all employees * Recruiting: recruited, interviewed, hired and onboarded nearly 190 people in 2016 (including 40+ salaried professional roles) * Strong focus in continuous improvement in all facets of my role

* Sole HR professional responsible for all HR support for a Lighting Business Unit of 400 * employees, 100 * salary and 300 * hourly team members. Supported manufacturing, supply chain, finance, sales, marketing, engineering and customer service functions. Results of this time highlighted in the above "Senior HR Generalist" description.

* Taught sections of BUSMHR 2292 * Ethical Leadership and Decision Making * an intro to business class which also focused on public speaking skills.

Created a master job description bank at the plant by working with supervisors to overhaul and update job titles, descriptions and pay grades for all employees (about 170 people) -Analyzed data and created a proposal to revamp the current supply chain structure of the plant, including changing pay grades, titles and some employees’ FLSA status to be more competitive with the market and comply with the law -Created plant wide overtime metrics, including activity center month to month cost trends, that have the potential to help with cost control -Completed a comprehensive Technical Career Track for Engineers for the Camarillo plant, which allowed for our Engineering Manager to give direct career guidance to current employees -Performed duties of an interim generalist at the plant, including but not limited to: managing the recruiting and interviewing of both salary and hourly employees, conducting training on Eaton policies, developing relationships with the employees and answering questions or concerns, and leading several aspects of a Wellness Initiative rollout