Wildrick-Resume-9 10

807 views

Published on

Kate Wildrick’s professional resume.

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
807
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
8
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Wildrick-Resume-9 10

  1. 1. 
 Kate
Wildrick,
SPHR
 2717
SE
26TH
Ave.,
#2,
Portland,
Oregon
97202
 
 503.866.7081
 
 
 
 
 
 
 





katewildrick@yahoo.com

 ORGANIZATION
DEVELOPER
/
STRATEGIC
WORKFORCE
PLANNING
&
 COMPETENCY
EXPERT
 
 PROFESSIONAL
PROFILE
 
 Human
 Capital
 Development
 Specialist
 focused
 on
 aligning
 HR
 and
 strategic
 initiatives
 for
the
entire
organization.
 Expertise
 in
 organizational
 and
 long‐range
 (strategic)
 planning;
 workforce
 planning;
 succession
 planning;
 talent
 management;
 goal
 setting;
 problem
 solving;
 organizational
 climate
 diagnosis;
 team
 building;
 group
 dynamics;
 managing
 organizational
 change;
 program/project
 planning;
 risk
 management;
 performance
 measures
 &
 metrics;
 issue
 and
change
management.
 Experienced
 in
 the
 design,
 development
 and
 integration
 of
 performance
 and
 accountability
systems
including
balanced
scorecards.
 I
 seek
 to
 deliver
 optimal
 results
 in
 organizations
 through
 initiatives
 that
 yield
 measurable
outcomes
utilizing:
 
 −
organizational
excellence
 −
retention
strategies
 −
effective
program
designs

 −
increased
instructional
performance
 −
responsive
program
delivery
methods
 −
program
compliance
 −
reduced
program
costs
 −
organizational
sustainability
 
 
 AREAS
OF
EXPERTISE
 
 • Change
Management
 • Program
Design
 • Performance
 • Strategic
Planning
and
 Management
 Management
 Leadership
 • Competency
Mapping
 • Team
Facilitation
 • Organizational
Design
 • Budget
Plan
Development
 • Continuous
 and
Development
 • Negotiation,
Persuasion,
 Improvement

 • Productivity
and
 and
Communication
 • Developing
 Efficiency
Improvement
 • Training
and
Leadership
 Operational
 • Project
Planning
and
 Development
 Processes/Standards
 Execution
 • Problem
Solving
 • Resource
Allocation
 • Customer
Satisfaction
 • Decision
Making
 and
Analysis
 • Cross‐Functional
Team
 • Deployment
of
 • Cultural
Change
 Leadership
 Operational
Assets
 Agent • Process
Redesign
 
 503.866.7081
 Kate
Wildrick,
SPHR
 katewildrick@yahoo.com
  2. 2. PROFESSINAL
EXPERIENCE
 
 2010
–
Current.

Strategic
Workforce
Planning
&
Industry
Competency
Analysis.
 Northwest
Food
Processors
Association
(NWFPA),
Portland,
OR
 Designing
a
targeted
approach
to
address
HR
needs
of
450
members
of
the
association
 that
 span
 Washington,
 Idaho
 and
 Oregon.
 
 Working
 with
 the
 Marketing
 and
 HR
 Workforce
 Advisor
 staff,
 the
 goal
 is
 to
 equip
 HR
 with
 the
 right
 tools,
 knowledge
 and
 competencies
 to
 shift
 into
 the
 new
 economy
 using
 the
 strategic
 workforce
 planning
 process
 and
 competency
 analysis
 tools.
 
 Goals
 of
 this
 project
 include:
 examining
 NWFPA’s
strategic
initiatives
and
how
they
align
to
and
support
the
challenges
that
HR
 is
experiencing;
developing
a
plan
to
address
how
NWFPA
can
better
support
HR;
and
 effectively
implementing
and
measuring
the
plan
to
meet
the
needs
of
HR.
 
 2010

–
Current.

Workforce
Planning.
Clackamas
County,
OR

 Launching
an
Emerging
Career
Networking
Group
that
is
designed
to
provide
support
for
 current
 employees
 of
 the
 county
 seeking
 to
 advance
 their
 careers
 within
 the
 county
 agencies.

The
goal
of
this
group
is
to
establish
an
informal
networking
group
to
connect
 employees
 to
 others
 in
 the
 county
 and
 also
 provide
 information
 back
 to
 the
 strategic
 workforce
 planning
 coordinator
 for
 the
 county,
 along
 with
 other
 supporting
 HR
 functions
(such
as
diversity,
recruiting,
onboarding,
career
development,
etc.)
to
better
 serve
and
meet
the
needs
of
employees
and
the
strategic
goals
of
the
organization.
 2009

–
Current.

Team
Building.
Providence
Hospital
(St.
Vincent),
Portland,
OR

 Conducting
 team
 building
 sessions
 for
 an
 IV
 Therapy
 Team
 that
 is
 comprised
 of
 27
 nurses
 and
 supporting
 management
 and
 HR
 team.
 
 Sessions
 are
 focused
 on
 building
 team
 values
 and
 expectations
 to
 reduce
 conflict
 and
 continue
 to
 provide
 excellent
 patient
 care.
 
 The
 consulting
 team
 consists
 of
 a
 Diversity
 Expert,
 to
 navigate
 cultural
 challenges
the
team
is
experiencing,
and
Workforce
Planning
Expert,
to
align
the
team’s
 function
to
the
strategic
goals
of
the
hospital
and
organization. 
 2008
–
Current.


Strategic
Workforce
Planning
–
Program
Development.
Internal
 Project
 Matured
 strategic
 workforce
 planning
 program,
 to
 include
 methodology,
 tools,
 templates,
 and
 best
 practices.
 Methodology
 addressed
 strategic
 alignment,
 organizational
assessment,
development
of
goals
and
objectives,
competency
pyramids,
 career
lattices,
succession
planning,
and
leadership
and
governance.

 Lead
for
an
informal
strategic
workforce
planning
focus
group
of
HR
leaders
tackling
key
 workforce
 issues
 to
 consult
 on
 challenges
 and
 share
 ideas
 to
 assist
 other
 HR
 practitioners
on
how
to
address
workforce
planning.

The
result
has
initiated
the
design
 of
an
e‐learning
Strategic
Workforce
Planning
University
that
will
focus
on
equipping
HR
 practitioners
 with
 the
 right
 competencies,
 tools
 and
 support
 to
 be
 successful
 in
 workforce
 planning
 endeavors.
 
 The
 first
 two
 academies
 in
 the
 School
 of
 Talent
 Development
 have
 been
 completed;
 “The
 Workforce
 Competency
 Analysis
 and
 Development
Academy,”
and
“The
Talent
Management
Academy.”

Both
academies
are
 in
the
process
of
being
scheduled
for
pilot
reviews
in
the
states
of
Washington,
Oregon
 and
Utah
by
industry
consortiums
that
include:
 
 503.866.7081
 Kate
Wildrick,
SPHR
 katewildrick@yahoo.com
  3. 3. 
 −

Manufacturing
 −

Power
Generation
 −

Health
Care
 −

Workforce
Training
 −

Food
Processing
 −

Trucking
and
Warehousing
 −

Agriculture
 −

Welding
 −

Industrial
Maintenance
 −

Construction
 −

BioFuels
 −

Mining
 
 
 Collaborated
 with
 industry
 partners
 and
 Chemeketa
 Center
 for
 Business
 and
 Industry
 (CCBI)
 to
 expand
 training
 focus
 to
 a
 wider
 representation
 of
 products,
 process,
 and
 services
for
regional
talent
development.
 
 2009.
 
 Introduction
 to
 Strategic
 Workforce
 Planning.
 
 
 Housing
 Authority
 of
 Portland,
 and
Clackamas
County,
OR.

 Developed
and
conducted
and
introduction
to
strategic
workforce
planning
session
the
 main
components
of
workforce
plan.

This
program
was
designed
to
provide
insight
into
 how
 HR
 needs
 to
 change
 and
 develop
 a
 roadmap
 to
 orchestrate
 change
 within
 the
 organization
to
meet
business
needs
of
today
and
tomorrow.
 
 2008.


Strategic
Workforce
Plan.

Office
of
Personnel
Management
State
of
Delaware,
 Wilmington,
DE
 Developed
a
strategic
workforce
plan
for
State
of
Delaware
and
the
20
supporting
state
 agencies.

The
plan
included
custom
design
of
over
30
different
tools
that
included,
but
 were
 not
 limited
 to
 plan
 templates,
 instruction
 guides,
 metrics
 and
 analytic
 tools,
 competencies
and
best
practices.
 Presented
 program
 at
 2008
 Mid‐Atlantic
 Strategic
 Workforce
 Planning
 Conference
 in
 October
2008
in
Wilmington,
Delaware.
Attendees
included
all
20
state
agencies
for
the
 state
of
Delaware.



 Facilitated
the
integration
of
the
strategic
workforce
plan
throughout
the
entire
State
by
 working
closely
with
stakeholders.
 

 2008.
 
 Strategic
 Workforce
 Plan.
 

 Bureau
 of
 Environmental
 Services,
 City
 of
 Portland,
 Portland,
OR.

 Developed
strategic
workforce
plan
with
the
goal
of
attracting
and
retaining
top
talent
 in
an
increasingly
challenging
labor
market.
Laid
out
framework
for
strategic
workforce
 planning,
to
include
all
components
of
the
workforce
management
life
cycle:
recruiting,
 hiring,
training,
retention,
and
separation.
Addressed
the
changing
paradigm,
to
include
 the
 changing
 role
 of
 the
 human
 resource
 department
 and
 associated
 competencies.
 Addressed
 needed
 infrastructure
 changes.
 Introduced
 client
 to
 cutting‐edge
 strategies
 for
talent
management
including
the
development
of
leadership
competencies
that
are
 critical
for
success. 
 
 503.866.7081
 Kate
Wildrick,
SPHR
 katewildrick@yahoo.com
  4. 4. 2008.


Workforce
Presentation.


The
World
Bank,
Washington,
D.C.
 Presented
 Managing
 the
 Generational
 Mix:
 Best
 Practices
 to
 Managing
 Talent
 of
 All
 Ages
in
a
Global
Environment.

Presented
and
successfully
led
a
panel
discussion
on
the
 generational
impact
on
the
organization’s
ability
to
meet
the
needs
of
their
clients.

This
 milestone
 event
 initiated
 the
 design
 and
 development
 of
 a
 new
 program
 in
 the
 HR
 Diversity
Program
to
understand
how
generational
issues
are
impacting
The
World
Bank
 Group.

 
 2008.


Strategic
Plan.


Oregon
Paleo
Lands
Institute
(OPLI),
Fossil,
OR.

 Developed
 business
 and
 strategic
 plans
 for
 the
 Oregon
 Paleo
 Lands
 Institute,
 whose
 purpose
is
to
develop
the
John
Day
Fossil
Basin
economically
and
expand
its
educational
 outreach.
 Stakeholders
 include
 9
 gateway
 communities,
 federal
 and
 state
 agencies
 (Bureau
 of
 Land
 Management,
 National
 Park
 Service,
 U.S.
 Fish
 &
 Wildlife),
 4
 counties,
 higher
education,
and
regional
business
and
not‐for‐profit
leaders.

 
 2004

–
2007.




Strategic
Workforce
Planning.


Ventura
Foods,
LLC,
Portland,
OR.

 Developed
and
implemented
a
strategic
plan
to
re‐brand
organization
as
an
employer
of
 choice
 to
 attract
 and
 retain
 talent.
 
 Coordinated
 efforts
 with
 other
 thought
 leaders
 in
 the
food
industry
to
effectively
collaborate
and
develop
a
targeted
marketing
effort
to
 address
 the
 industry
 image
 to
 attract
 qualified
 candidates
 especially
 in
 younger
 and
 multi‐cultural
 populations.
 
 Results
 included
 establishing
 the
 organization
 as
 an
 employer
 of
 choice,
 reduction
 in
 mis‐hires,
 higher
 success
 rate
 of
 new
 hires,
 and
 increase
in
bids
for
union
positions
for
advancement
opportunities.
 
 
 PUBLISHED
WORKS
 
 • Article:
The
Gen‐Factor:
Creating
a
Winning
Strategy
for
Recruiting
IPMA‐HR
News,
 October
2009

 • Article:
 Managing
 Generation
 “Why?”
 A
 Guide
 to
 Helping
 New
 Hires
 Succeed
 Association
for
Financial
Professionals,
June
2009

 • Article:
Addressing
Generational
Issues
in
the
Workplace,
IPMA‐HR
News,
September
 2007.

 • Article:
Strategic
Importance
of
Workforce
Planning,
IPMA‐HR
News,
August
2007.

 • Article:
 Intergenerational
 Miscommunication
 in
 the
 Workplace,
 Monster.com,
 May
 2006.

 • Article:
 Managers
 Can
 Mend
 Intergenerational
 Miscommunication,
 Monster.com,
 May
2006.

 • Podcast:
Exclusive
Interview
with
Kate
Wildrick,,
Monster.com,
May
2006.

 • White
Paper:
The
Secrets
of
Recruiting
and
Retaining
Generations
X
and
Y.
2006.
 
 
 503.866.7081
 Kate
Wildrick,
SPHR
 katewildrick@yahoo.com
  5. 5. 
 PRESENTATIONS
MADE
 
 • Retaining
 Top
 Talent
 Through
 Talent
 Cultivation,
 Succession
 Planning
 Summit,
 American
Strategic
Management
Institute,
Washington,
DC,
June
2010

 • Designing
Safety
for
the
Generations,
Willamette
Valley
Safety
Fest,
Salem,
OR,
April,
 2010

 • Managing
the
Generational
Mix
in
a
Healthcare
Environment.
Providence
Hospital,
 Portland,
OR,
November
2009

 • Introduction
 to
 Advanced
 Workforce
 Planning.
 Clark
 College,
 Vancouver,
 WA,
 October
2009
 • The
 Generational
 Impact
 of
 Workforce
 Planning.
 Northwest
 Human
 Resource
 Management
(NHRMA)
Annual
Conference,
Portland,
OR,
October
2009

 • Introduction
to
Generations
in
the
Workplace.
Youth
Employment
Summer
Program.

 • Clark
 College,
 Vancouver,
 WA,
 September
 2009.
 
 Stimulus
 money
 worked
 to
 help
 low‐
 income
 and
 at‐youth
 risk
 prepare
 for
 the
 workforce
 through
 this
 multi‐week
 preparation
 course.
 
 This
 session
 was
 reported
 by
 the
 students
 to
 be
 the
 second
 most
favored
next
to
resume
writing.

 • The
 21st
 Century
 Student.
 Pendleton
 School
 District
 Winter
 Workshop
 Series.

 Pendleton,
OR,
March
2009

 • Managing
the
Generational
Mix.

Cascades
West
OCG,
Albany,
OR,
February
2009

 • Effectively
Managing
the
Baby
Boomers,
Generation
X
and
Y.

Northwest
Urological
 Society
Annual
Conference.

Portland,
OR,
December
2008

 • Managing
 the
 Generational
 Mix.
 
 Lincoln
 County
 Management
 Team
 Training
 Session.

Newport,
OR.

December
2008

 • Attracting
 and
 Retaining
 Talent
 of
 All
 Ages.
 Clark
 College,
 Vancouver,
 WA,
 November
2008

 • Managing
the
Generational
Mix.
Clark
College,
Vancouver,
WA,
October
2008

 • The
 Secrets
 of
 Recruiting
 and
 Retaining
 Generations
 X
 and
 Y.
 Northwest
 Human
 Resource
 Management
 (NHRMA)
 Annual
 Conference,
 Kennewick,
 WA,
 September
 2008

 • Connecting
With
Generation
“Why:”
Equipping
GenNext
with
the
Tools
to
Succeed
in
 the
 Real
 World.
 
 Oregon
 Department
 of
 Education’s
 Annual
 Educator
 and
 Administrator
Convention
Summer
Institute
Program,
OR,
August
2008.

 • Managing
the
Generational
Mix:
Best
Practices
to
Managing
Talent
of
All
Ages
in
a
 Global
 Environment.
 Presented
 and
 successfully
 led
 a
 panel
 discussion
 on
 the
 generational
impact
on
the
organization’s
ability
to
meet
the
needs
of
their
clients.

 This
milestone
event
initiated
the
design
and
development
of
a
new
program
in
the
 HR
 Diversity
 Program
 to
 understand
 how
 generational
 issues
 are
 impacting
 The
 World
Bank
Group.

 • Identifying
 Future
 Vacancies.
 Succession
 Planning
 Masters
 Conference,
 American
 Strategic
Management
Institute,
Washington,
DC,
March
2008

 
 503.866.7081
 Kate
Wildrick,
SPHR
 katewildrick@yahoo.com
  6. 6. • The
Secrets
to
Attracting
and
Retaining
Talent
of
All
Ages.
Clark
College,
Vancouver,
 WA,
February
2008

 • Managing
the
Generational
Mix.
Clark
College,
Vancouver,
WA,
February
2008

 • Workforce
 Planning
 Masters:
 Advanced
 Workforce
 Planning,
 Workforce
 Planning
 Development,
Workforce
Analysis,
Workforce
Planning
Tools
&
Best
Practices.
State
 of
Delaware,
Service
Creek,
OR,
January
2008.

 • Loyalty
for
Three;
The
Secrets
of
Recruiting
and
Retaining
Generations
X
&
Y.
Kaiser
 Permanente’s
Annual
Diversity
Conference,
San
Francisco,
CA,
December
2007
 • How
 to
 Attract
 Talent
 to
 Rural
 Utah,
 Utah
 Challenge
 Conference:
 Advancing
 the
 Workforce,
Price,
UT,
December
2007

 • The
 Secrets
 of
 Recruiting
 and
 Retaining
 Generations
 X
 and
 Y.
 Society
 of
 Human
 Resource
 Management
 (SHRM)
 Annual
 Diversity
 Conference,
 Philadelphia,
 PA,
 October
2007

 • Succession
 Planning
 Essentials.
 Succession
 Planning
 Masters
 Conference,
 American
 Strategic
Management
Institute,
Washington,
DC,
October
2007


 • Application
 Session:
 Strategic
 Tools
 for
 Succession
 Planning.
 Succession
 Planning
 Masters
 Conference,
 American
 Strategic
 Management
 Institute,
 Washington,
 DC,
 May
2007

 • Understanding
How
Generations
X
and
Y
will
Affect
Your
Succession
Plan.
Succession
 Planning
 Masters
 Conference,
 American
 Strategic
 Management
 Institute,
 Washington,
DC,
May
2007

 • Using
 Turnover
 and
 Vacancy
 Metrics
 to
 Predict
 Future
 Trends,
 HR
 Metrics,
 Metrics
 and
 Analytics
 Summit,
 American
 Strategic
 Management
 Institute,
 Orlando,
 FL,
 March
2007

 • Managing
the
Generational
Mix:
Understanding
HR’s
Role,
Lake
Washington
SHRM
 Chapter,
Seattle,
WA,
March
2007

 • Application
 Session:
 Strategic
 Tools
 for
 Succession
 Planning.
 Succession
 Planning
 Masters
 Conference,
 American
 Strategic
 Management
 Institute,
 Washington,
 DC,
 November
2006

 • The
 Secrets
 of
 Recruiting
 and
 Retaining
 Generations
 X
 and
 Y.
 Downtown
 Employer
 Council,
Portland
OR,
November
2006

 • The
Butterfly
Effect:
Understanding
Employer
and
Employee
Trends
in
the
Changing
 Workplace,
Utah
State
University,
Logan,
UT,
June
2005

 • The
Road
to
Success:
Understanding
the
Relationship
Between
Workplace
Trends
and
 Personal
Goals,
Portland
Community
College,
Portland
OR,
March
2005

 
 
 ________________________OTHER
ACCOMPLISHEMENTS_______________________
 
 • Presented
on
generational
issues
at
the
Society
of
Human
Resource
Management’s
 (SHRM)
Annual
Diversity
2007
Conference.

SHRM
is
the
largest
and
most
respected
 
 503.866.7081
 Kate
Wildrick,
SPHR
 katewildrick@yahoo.com
  7. 7. entity
 for
 HR
 professionals.
 
 Conference
 speakers
 are
 acknowledged
 as
 the
 most
 advanced
HR
practitioners
in
the
industry.

 • Received
outstanding
speaker
results
from
participant
evaluations
from
the
Society
 of
Human
Resource
Management
(SHRM)
annual
Diversity
Conference.



 • Presented
 on
 generational
 issues
 at
 Kaiser
 Permanente’s
 Annual
 Diversity
 2007
 Conference.

 • Presented
at
the
World
Bank
Group
groundbreaking
event
on
generational
issues
in
 the
workplace.

Led
a
milestone
event
for
their
Diversity
and
Inclusion
program
that
 included
presentation
and
panel
discussion.

 • Nominated
for
SHRM’s
2008
Michael
R.
Losey
Award
for
HR
Research.

 • Successfully
 developed
 and
 presented
 “Workforce
 Planning
 Conference
 and
 Symposium.”
 
 This
 program
 is
 the
 first
 of
 its
 kind
 that
 incorporates
 project
 management
and
HR
management
tools
to
develop,
implement
and
maintain
a
fully
 comprehensive
workforce
plan.

 • Selected
 to
 present
 at
 Northwest
 Human
 Resource
 Management
 Association
 (NHRMA)
2008
and
2009
annual
conference
on
generational
issues.

 
 
 ___________________________EDUCATION/TRAINING__________________________
 
 Senior
 Professional
 Human
 Resources
 (SPHR),
 Human
 Resource
 Credidation
 Institute
 (2006)
 B.A.
English,
Portland
State
University,
Portland,
OR
(2000).

 
 
 ________________________PROFESSIONAL
AFFILIAITIONS_______________________
 
 Clark
Community
College.
Continuing
Education
Speaker,
Teacher
and
Facilitator.
 American
Strategic
Management
Institute,
Teacher
and
Facilitator.
 Oregon
 Workforce
 Alliance
 Board
Member.
 
 Serve
 on
 an
 exclusive
 27
 member
 board
 representing
24
counties
across
the
State
of
Oregon
concerning
workforce
initiatives.
 Northwest
 Washington
 Human
 Resource
 Management
 Association
 (NHRMA).

 Member

 Society
of
Human
Resource
Management
(SHRM).
Member
 Portland
Human
Resource
Management
Association
(PHRMA).

Member
 Southwest
 Washington
 Human
 Resource
 Management
 Association
 (SWHRMA).

 Member
 Chemeketa
 Center
 for
 Business
 and
 Industry
 (CCBI),
 Collaborated
 to
 launch
 strategic
 workforce
planning
and
competency
academies.

February
‐
Current

 
 503.866.7081
 Kate
Wildrick,
SPHR
 katewildrick@yahoo.com

×