1. PAULINE M. GETS, MBA SPHR
4965 Rhonda Lane, Livermore, CA 94550 Cell: 925-784-0698 Home: 925-292-4359
polly.gets@gmail.com www.linkedin.com/pub/pauline-gets/26/45a/682
SENIOR HUMAN RESOURCE MANAGEMENT PROFESSIONAL
Innovative Human Resources leader with over 15 years of hands-on experience in high-growth, fast- paced service oriented organizations.
Successful professional providing vision and counsel during periods of dynamic change including consolidations, right-sizing, mergers, acquisitions,
and new start-ups. Results oriented and able to provide strategy, process and execution of HR plans designed to drive talent development and
organizational achievement.
Well respected strategic business partner to executive and senior management known for looking at HR issues through a business management
perspective. Demonstrated ability to lead and manage projects, coach and mentor all levels of employees, and effectively meet or exceed financial
and business objectives.
A truegeneralist at heart committed to servant leadership principle and ethical compliance to Federal and State Employment Laws and long term
partnership with organizations that employ ethical practices in their service to others. Industry experience includes Newspaper;medical; distribution,
retail and facility services.
PROFESSIONAL EXPERIENCE
Strategic Leadership & Organization Development
 Designed and implemented HR organizations from vision to value-add by adopting best practice programs and policies and developing the HR
team to provide true business partnership, credible HR counsel and advice in their service to others.
 Partnered with executive team to maintain a lean organization by developing training programs to make each individual contributor stronger
through training, exposures and stretch assignments.
 Succession Planning: In responseto rapid market growth through acquisition, managed succession planning for region, division and corporate
operating units.
 Standardized transactional HR processes through automation and self-service programs resulting in 24 hour access to the employee, reduction in
administrative cost, and shifted HR focus to higher level service to the supervisors/managers regarding employee relations.
Organized and prepared for consolidation of HR/payrollfunctional support to betransferred from theWORLDPAC to the corporatecampus of
General Parts International, in North Carolina. This Corporatestrategic objective resulted in a 50% staff reduction for local operations and
unified processes and data reporting for the Corporation.
 Design and implementation of tracking systems to measure responsetime on employment issues/complaints, EEOC responses;time to fill,
injury reports and return to work; training and other industry-specificmeasurable that impact efficiency, performance, and hold potential
financial penalties for theorganization.
 Implemented HR team with diversity in language skills in order to hear and address theneeds of theworkforce.
People, Process & Performance Improvements
Recruitment; on-boarding; engagement/retention; and off-boarding
 Full Employee Life Cycle process from recruitment to on-boarding to off-boarding – paper as well as electronic experiences
 Partnered with executive team to increase overall strategic goal achievement capacity more than 20% by implementing an electronic
performance review program and auditing system.
 Succession planning added to performance review process in responseto rapid growth in market presence (N. America/Puerto Rico)
 Strategic partnership with IT organization for implementation of payroll, application tracking systems and HRIS programs (Great Plains; People
Soft; Oracle; Ultimate products;PeopleClick, Win Team, ADP) as well as intranet site designs such as HR home page, learning management,
performance evaluation.
 Training and Development: built training programs to address areas of inadequacy for individuals (performance management); by team; by
position. Supervisory Skills Training; Manager Role, Responsibility, and Accountability; Annual Employment Law Trainings; Company
Culture & Ethics– Who We Are; and What We Do; and Respect in the Workplace
Employee Communications & Relations
 Achieved Best Place to Work in the SF Bay Area during year one of a merger – due in large part to a commitment to provideongoing
communication with employees regarding progress, next steps, frequent meetings with CEO for achievement celebrations and open forum.
 Employee based Committees -Employee Voice Committee; Safety Committee; Lunch with the CEO; Community Relations Committee.
 Employee Engagement Program development and engagement measurement.
 Set up and monitored a third party anonymous tip call line for employees to use as part of the organizations Ethics Program. Responsible for the
primary review, resolution and associated documentation.

2. Labor Relations & Worker Safety
 Strike preparedness planning: Staffing preparation, communication design for clients and or non-union employees; management/supervisor
training.
 Partner with Operations team and Labor Relations Attorney during contract negotiations, grievances and decertification.
 Develop and drive union avoidance training for non-union sites.
 Developed a 90 day post hiresurvey to track new staff engagement level and verify on-boarding effectiveness.
 Alternative DisputeResolution and Return-To-Work programs were introduced in conjunction with the SEIU to address increases in Worker
Compensation costs and injury related grievances.
 Responsible for safety administration including claims management, training programs, and postingrequirements. .
Change Management –Acquisitions, Consolidations, Mergers, New Start ups
 Led theimplementation and cultural integration of policies, programs and technological conversions following the acquisition of WORLDPAC
by General Parts International, Inc. Thetactical transactions were completed on schedule allowing for therapid captureand engagement of
employees as they worked their way through the melding of two cultures
 Developed and deployed employment and change management protocols for expansion activities which resulted in timely execution of 7
expansion projects and provided process outlines for futureexpansion projects to ensure change management and employee engagement levels
were part of future expansion efforts
 Employee engagement and sustaining our Culture – training program for newly acquired or newly hired employees that includes separate
training for managers and supervisors regarding their role and accountability in maintaining culture and values of the Company. 90 day
follow up survey to measure engagement.
 Developed and executed a project planning workbook and established communication protocols to address concerns of timeliness,
information share between the corporateoffice and field operations during new job start-ups. This resulted in collaboration between
stakeholders and brought immediate improvement to workflow.
EMPLOYMENT HISTORY
VP of Human Resources
FlagshipFacility Services, Inc., San Jose, CA June 2014 – present
Flagship Facility Services is a privately held facility services organization specializing in building maintenance, facility services and culinary
services. Reporting to the President and CEO, my leadership focus has been to create a national service platform for HR services, develop
compliance process and programs, implement a talent development program for supervisors and above, and elevate the use of technology in the
management of our valued human capital. www.flagship.com
Pro-bono Consultant July 2013-present
SELF INSPIRED, Livermore, CA
HR consultation; Mentor/advisor to students on resumedevelopment and job search techniques.
VP of Human Resources March 2011-July 2013
ABLE SERVICES, San Francisco, CA
ABLE SERVICES is a national leader providing janitorial and engineering facility services to real estate owners and managers in the United States. I
served to separate operating units, reporting to both Vice Presidents. I was responsible for the development HR operations where previously there
was none. www.ableserve.com
GENERAL PARTS INTERNATIONAL, INC, Raleigh NC May 2001 -March 2010
 VP HR Operations, WORLDPAC, Newark, CA June 2008 – March 2010
 Regional HR Manager, CARQUEST, Brunswick, OH Feb 2005 –
June 2008
 HR Business Partner, CARQUEST, Ocala, FL May 2001 –
Feb 2005
General Parts International, Inc. is a leading distributor of automotive aftermarket parts and provides retail sales to the do-it-yourself back yard
mechanic. The company does business under CARQUEST and WORLDPAC. www.worldpac.com; www.carquest.com
DIRECTOR of HR 1999-2000
RADIOLOGY ASSOCIATES OFOCALA, Ocala Florida
Radiology Associates of Ocala provides diagnostic services employing all modalities. As Director of HR, I was hired to create a functioning HR
department from the ground up including performance management and leadership development. www.raoocala.com
HR MANAGER 1998 -1999
K MART CORPORATION, Ocala Florida
Kmart, a wholly owned subsidiary of Sears Holdings Corporation (NASDAQ: SHLD), is a mass merchandising company. I served at the Ocala
Distribution Center as HR Manager with responsibility for managing payroll, front desk, and providing high volumeemployee relations support.
EXEC ASSIST to PUBLISHER/BENEFITS COORDINATOR 1988 -1998

3. NEW YORK TIMES REGIONAL NEWSPAPER GROUP
The Ocala Star Banner was a member of the NYT Regional Newspaper Group, a division of the New York Times Company and was the primary news
provider for Marion County Florida. (NYSE: NYT). I served the Publisher providing executive assistance on communications, report development,
budget development, and project management. Increasing regulations regarding Employment law and the introduction of technology led me to the
world of Human Resource Management. www.ocala.com
EDUCATION, CERTIFICATIONS & PROFESSIONAL AFFILIATIONS
Masters of Business Administration - HR Management – November 2006 3.5 GPA
Walden University, Minneapolis, MN – www.waldenu.edu/
Bachelorof Arts –Business Administration– May, 1998 3.2 GPA
St. Leo University, St. Leo, Florida – www.saintleo.edu/
Professional Member, Society of Human Resource Managers (SHRM) – since 1995 www.shrm.org
SeniorProfessionalof Human Resources (SPHR) – since 2001