1. 1S . A. S T A N T O N
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EXECUTIVE HUMAN RESOURCES MANAGEMENT
Noted for effectively aligning human capital with organizational objectives and
positioning the HR function as a proactive partner with management.
.
Dynamic, results-driven leader with demonstrated executive success providing strong, visionary and innovative
management to drive performance in challenging economies. An authentic manager, offering commitment to
valuing people, creativity, quality, integrity, openness, respect, diversity, and teamwork and who attracts
talented people and inspires them to succeed. Core competencies include:
Leadership and Supervision ...Labor Relations ... Collective Bargaining ... Employment Law ...
Health, Safety and Security ... Compensation and Benefits ... Recruitment and Selection ...
Motivation / Team Building ... Strategic Problem Solving ... Consulting / Outsourcing ...
Consulting / Outsourcing ... Organizational Development ... Conflict Resolution ...
Employee Relations ... Workforce Planning ... Training and Development ...
Workplace Diversity ... Metrics and Benchmarking ... Best Practices ...
Federal / State Regulations ... Filing / Compliance Requirements ...
KEY LEADERSHIP / HUMAN RESOURCE ACCOMPLISHMENTS:
Employee Relations: Fostered positive employer-employee relationships, creating a collaborative work
environment which promoted high employee morale and a 93% customer satisfaction rating.
•Introduced employee recognition and awards, breakfast and lunch with CEO to discuss work place
issues and reducing employee turnover
Organizational Planning: Championed a fair and equitable personnel system to meet current and future
needs of the organization while promoting and defending strong management rights.
•Instituted a comprehensive evaluation system of all employee positions, classifications and job structure
/ design, integrating job restructuring, manpower forecasting and organization realignment involving 220
employee classifications and 937 FTE staff members.
Organizational Development / Succession Planning: Maximized stability and continuity in leadership
and management functions in all work programs, divisions and departments.
•Designed innovative program characterized by leadership workshops for executives, supervisors and
employees, aggressively preparing managers for future responsibility and reducing the annual cost for
recruiting new managers and supervisors.
•Created advancement opportunities for talented supervisors and leaders by performance planning, job
rotation and defining career tract goals.
Assessment and Evaluation: Linked employee job performance to business objectives and approved
performance goals with a comprehensive evaluation and assessment system.
•Rewarded high achievement and documented unsatisfactory performance, developing work
improvement plans to address deficiencies; produced a 96% Goal-Achievement Rate (GAR) for
executive staff and 87% of all employees meeting job performance expectations.
Employment Compensation: Through comprehensive salary assessments, identified and corrected
internal and external pay inequity, ensuring salaries were competitive within the relevant labor market
and sharing all associated data with employees and labor unions.
•Develop sustainable $43.7M compensation programs which addressed rising cost of health insurance while
maintaining competitive package to attract and retain high-performing workforce

2. S . A. S T A N T O N - Page 2
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KEY LEADERSHIP / HUMAN RESOURCE ACCOMPLISHMENTS CONTINUED:
Employment Benefits: Established a progressive flexible benefits program to meet the needs of a
diverse and changing workforce.
•Provided for differential benefit packages based on employee classification, health care needs,
retirement goals and disability concerns.
•Appointed an Employee Benefits Committee to review program annually, examining health care trends,
costs, provider performance, and benefits plan components for continuous improvement in quality and
reducing annual healthcare cost 12%.
Training and Development: Vitalized the progressive training program focused on communications,
human relations, cultural diversity, customer service, technology and computer literacy, quality
improvement, evaluation and assessment, employment law and conflict resolution.
•Provided in-house training to all employees (valued at $450,000 annually), increasing employee safety
and productivity 8%, improving both decision making and problem solving and achieving long-term goals.
Recruitment and Placement: Instituted recruiting and placement practices and procedures to select
qualified employees who would thrive in high-performance work environments.
•Incorporated minority outreach, financial inducement for work-related experience and a full
organizational assessment for new managerial and executive positions.
•Integrated use of employee assessment teams and on-site prospective employee assessments,
targeting diverse backgrounds, experiences, and ideas.
Diversity Management: Promoted an inclusive work environment, adopting formal policies.
Created a workplace Diversity Advisory Committee, established a fully-inclusive mentoring program,
mandated annual diversity and sexual harassment prevention training for managers, supervisors, and
employees and annually celebrated the diversity of all employees.
•Increased minority recruitment by 45% in public safety departments.
Safety and Risk Management: Established an effective program which reduced employee injury 23%
and cost of property / liability insurance by $250,000 annually, workers’ compensation claims and
administration18%; ensured employee safety and training; and reinforced commitment for loss prevention
and control.
•Contained costs annually by 30% by regularly monitoring claims, litigation and third-party
administrative expenses which reduced the number of days lost to industrial injuries 8%.
Labor Relations: Established inclusive working relationships with 7 diverse collective bargaining units to
effectively address employee concerns, resolve disputes and negotiate annual collective bargaining
contracts.
•Maintained collaborative relations with monthly labor-management breakfasts, quarterly meetings,
discipline review boards and extensive employee interactions.
•Evaluated employee rights to negotiate employment terms and conditions while protecting strong
management rights and enhancing productivity by 16% in all enterprise departments.
Wellness Program: Created an innovative program to increase productivity, reduce absenteeism and
control preventable healthcare costs, saving $450,000 in future heath care claims.
•Introduced voluntary seminars throughout the year, an annual employee health screening event,
employee assistance programs and goal-driven participant wellness plans to address health-related risks
and to promote healthy behavior and lifestyle choices.
•Achieved 63% employee participation, reducing cost of drugs by 20% for employee group.
S . A. S T A N T O N - Page 3
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3. HUMAN RESOURCE EMPLOYMENT:
Manager, Largo, Florida (August 1990-March 2007)
Provided leadership for 937 full-time employees in a high-performance work environment, implementing
and monitoring best practices in the Human Resources Department
•Kept top management informed of new developments in field of personnel management and employee
development to maximize quality, productivity and customer service excellence.
Administrator, Berea Kentucky, (November 1986 to July 1990)
Directed the City’s Human Resource functions and prepared recommendations for Mayor regarding
employee recruitment, placement and retention.
•Applied decisive leadership to effect city procedural revisions in compliance with the Fair Labor
Standards Act and OSHA.
Assistant to City Manager, Champaign, Illinois, (August 1984 to August 1986)
Partnered with Assistant City Manager to analyze staffing effectiveness and allocation of personnel
expenses for all city departments and divisions.
•Assumed special responsibility for the relocation of city functions and personnel associated with a
comprehensive renovation of the city’s municipal complex.
Assistant to the Borough Manager, Ketchikan, Alaska, (October 1983 to July 1984)
Designated as the Boroughs’ primary representative for negotiating labor contracts with International
Organization of Masters, Mates and Pilots (MMP) and the Inland Boatmen’s Union (IBU) which reduced
operating costs and strengthened management rights.
•Additionally, conducted performance analyses of Borough operations and made recommendations for
the reorganization of staff and management control systems reducing annual cost of operations by
$300,000.
EDUCATION
UNIVERSITY OF FLORIDA
M.A., Public Administration
B.A., Political Science
PROFESSIONAL DEVELOPMENT - Leadership Training
•Senior Executive in State and Local Government, Harvard University, John F. Kennedy School of
Government, 2005
•Leading, Educating and Developing, University of Virginia, Weldon Cooper Center for Public Service,
2004
•Strategic Public Sector Negotiation, Harvard University, John F. Kennedy School of Government,
1997
•Executive Fellows Program, University of South Florida, Institute of Government, 1994
•Economic Development, University of Oklahoma, Institute of Economics, 1986
Excellence is never an accident.