Sintrel P. Dass is a senior human resources professional with over 20 years of experience in the federal government. He has expertise in areas such as human resources management, training and development, organizational development, and project management. Currently he is seeking a new opportunity to apply his skills and experience supporting human resources initiatives.
Strategic, results-oriented professional Human Resources Executive with tangible results in areas of Executive Coaching (C-Suite and below), Workforce Planning and Budgeting, Talent/Performance Management, Talent Acquisition Strategies, Succession Planning, Business Development, Marketing, Operations, Succession Planning, Mergers & Acquisition and Assimilation, and technology procurement and upgrades. Local, International and Global support including tailored Engagement Plans for each region. Experience building talent acquisition strategies and retention plans, intern programs, event planning, training platforms and classes, IT and HRIS system implementation.
A. HUMAN RESOURCE MANAGEMENT
Objective:
The objective of the course is to familiarize students with different aspects of managing human resources in the organization through the phases of acquisition , development and retention.
UNIT-I
Nature and scope of HRM - Difference between Personnel Management and HRM Functions of HRM - Environment of HRM - Strategic HRM.
UNIT-II
Human Resource Planning - Recruitment - Selection - Methods of Selection - Use of various tests - Interview techniques in selection - Placement.
UNIT-III
Induction – Importance - Meaning of Training and Development - Training Methods - Techniques - Identification of Training needs.
UNIT-IV
Performance Appraisal –Definition – Need for Performance Appraisal – Objectives – Process - Methods – Compensation.
UNIT-V
Transfer - Promotion and termination of services - Career development - Mentoring - HRM Audit - Nature - Benefits - Scope - Approaches
Text Books:
1. Dr. J. Jayasankar - Human Resource Management –Margham Publications
2. Dr. C.D. Balaji – Human Resource Management – Margham Publications
3. Sundar & Srinivasan J –Essentials of Human Resource Management –Vijay Nicole Imrints
4. Murugesan G –Human Resource Management – Laxmi Publications Pvt. Ltd
5. Aswathappa K - Human Resource and Personnel Management
6. Guptha C B- Human Resource Management –Sulthan Chand &Sons.
Books for Reference:
1. Memoria CB - Personnel Management
2. Subba Rao P - Human Resource Management and Industrial Relations
3. Prasad - Getting the right people - MacMillan I Ltd
4. Pattanayak - Human Resources Management - Prentice - Hall of India
5. Decenzo/Robbins - Personnel/Human Resource Management - Prentice - Hall of India
6. Saiyadain Mirza - Human Resource Management –
7. Venkataratanam - Personnel Management & Human Resources –
8. Saxena - Marketing Management - Tata McGraw Hill Pub
9. A. M. Sheikh - Human Resource Development & Management.
10. Dwivedi RS - Human Relations and Organization Behavior
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Strategic, results-oriented professional Human Resources Executive with tangible results in areas of Executive Coaching (C-Suite and below), Workforce Planning and Budgeting, Talent/Performance Management, Talent Acquisition Strategies, Succession Planning, Business Development, Marketing, Operations, Succession Planning, Mergers & Acquisition and Assimilation, and technology procurement and upgrades. Local, International and Global support including tailored Engagement Plans for each region. Experience building talent acquisition strategies and retention plans, intern programs, event planning, training platforms and classes, IT and HRIS system implementation.
A. HUMAN RESOURCE MANAGEMENT
Objective:
The objective of the course is to familiarize students with different aspects of managing human resources in the organization through the phases of acquisition , development and retention.
UNIT-I
Nature and scope of HRM - Difference between Personnel Management and HRM Functions of HRM - Environment of HRM - Strategic HRM.
UNIT-II
Human Resource Planning - Recruitment - Selection - Methods of Selection - Use of various tests - Interview techniques in selection - Placement.
UNIT-III
Induction – Importance - Meaning of Training and Development - Training Methods - Techniques - Identification of Training needs.
UNIT-IV
Performance Appraisal –Definition – Need for Performance Appraisal – Objectives – Process - Methods – Compensation.
UNIT-V
Transfer - Promotion and termination of services - Career development - Mentoring - HRM Audit - Nature - Benefits - Scope - Approaches
Text Books:
1. Dr. J. Jayasankar - Human Resource Management –Margham Publications
2. Dr. C.D. Balaji – Human Resource Management – Margham Publications
3. Sundar & Srinivasan J –Essentials of Human Resource Management –Vijay Nicole Imrints
4. Murugesan G –Human Resource Management – Laxmi Publications Pvt. Ltd
5. Aswathappa K - Human Resource and Personnel Management
6. Guptha C B- Human Resource Management –Sulthan Chand &Sons.
Books for Reference:
1. Memoria CB - Personnel Management
2. Subba Rao P - Human Resource Management and Industrial Relations
3. Prasad - Getting the right people - MacMillan I Ltd
4. Pattanayak - Human Resources Management - Prentice - Hall of India
5. Decenzo/Robbins - Personnel/Human Resource Management - Prentice - Hall of India
6. Saiyadain Mirza - Human Resource Management –
7. Venkataratanam - Personnel Management & Human Resources –
8. Saxena - Marketing Management - Tata McGraw Hill Pub
9. A. M. Sheikh - Human Resource Development & Management.
10. Dwivedi RS - Human Relations and Organization Behavior
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
The Human Capital Framework (HCF) provides a sample comprehensive guidance on strategic human capital management for virtually any employer.
The framework provides direction on human capital planning, implementation, and evaluation. The HCF's flexible structure supports organizational agility and adaptability, which Agency’s need in order to function successfully in our ever changing business environment
The HCF guides agencies to effectively manage an organization's talent by promoting the use of sound talent management practices. The Framework provides talent management strategies that support and shape an organization's current workforce, while preparing for the future. It provides guidance on evaluation techniques that measure progress and outcomes for Return on Investment (ROI), program and policy effectiveness, and prepares organizations for change by providing a foundation for organizational agility.
Human Capital Frameworks are not “one size fits all.” HCF’s must be highly customized, align and enable the organization’s Mission, Vision, Values, culture, operating norms, industry, places it does business, with the goal of exceeding needs of shareholders, customers, and the workforce.
Key Components:
I. The Structure of the Human Capital Framework (HCF)
II. Strategic Planning & Alignment
III. Talent Management, Talent Acquisition
IV. High Performance Culture
V. Evaluation
Succession management-identifying and developing new leaders Tanjin Tamanna urmi
Succession management is the process of ensuring that pools of skilled employees are trained and available to meet the strategic objectives of the organization.
It consists of identifying employees who have the potential to assume key positions in the organization and preparing them for these positions.
Succession management continuity in leadership develop the next generation of players
Why succession management is so important to leadership continuity and future enterprise performance; implementing an effective succession planning process; protecting your organization from the risk of management discontinuity.
Strategic role of Human Resource ManagementISAAC Jayant
The role of Human Resource Management has been developing noticeably in recent years. Earlier human resource as the personal department performing administrative duties like record keeping, file maintenance etc. were all over now.Any organization that continues to utilize its HR function solely to perform these administrative duties doesn't understand the contributions that HR can make an organization’s performance.
The underlying premise of enterprise risk management is that the Company exists to provide value for its stakeholders – customers, employees, and shareholders. Like any business, every Company faces some uncertainty, and the challenge for management is to determine how much uncertainty to accept as it strives to grow stakeholder value. Uncertainty presents both risk and opportunity, with the potential to erode or enhance value. Enterprise risk management enables senior management to effectively deal with uncertainty and associated risk and opportunity, enhancing the capacity to build value. Value is maximized when management sets strategy and objectives to strike an optimal balance between growth and return goals and related risks, and efficiently and effectively deploys resources in pursuit of the entity’s objectives. These capabilities inherent in enterprise risk management help management achieve the Company’s performance and profitability targets, and minimize loss of resources. Enterprise risk management helps ensure effective reporting and compliance with laws and regulations, and helps avoid damage to the Company’s reputation and associated consequences. In sum, enterprise risk management helps the Company get to where it wants to go and avoid pitfalls and surprises along the way. Enterprise risk management encompasses:
• Aligning Risk Appetite and Strategy
• Enhancing Risk Response Decisions
• Reducing Operational Surprises and Losses
• Identifying and Managing Multiple and Cross-Enterprise Risks
• Seizing Opportunities
• Improving Deployment of Capital
• Leveraging Talent, Structure, Process, and Capital
The Human Capital Framework (HCF) provides a sample comprehensive guidance on strategic human capital management for virtually any employer.
The framework provides direction on human capital planning, implementation, and evaluation. The HCF's flexible structure supports organizational agility and adaptability, which Agency’s need in order to function successfully in our ever changing business environment
The HCF guides agencies to effectively manage an organization's talent by promoting the use of sound talent management practices. The Framework provides talent management strategies that support and shape an organization's current workforce, while preparing for the future. It provides guidance on evaluation techniques that measure progress and outcomes for Return on Investment (ROI), program and policy effectiveness, and prepares organizations for change by providing a foundation for organizational agility.
Human Capital Frameworks are not “one size fits all.” HCF’s must be highly customized, align and enable the organization’s Mission, Vision, Values, culture, operating norms, industry, places it does business, with the goal of exceeding needs of shareholders, customers, and the workforce.
Key Components:
I. The Structure of the Human Capital Framework (HCF)
II. Strategic Planning & Alignment
III. Talent Management, Talent Acquisition
IV. High Performance Culture
V. Evaluation
Succession management-identifying and developing new leaders Tanjin Tamanna urmi
Succession management is the process of ensuring that pools of skilled employees are trained and available to meet the strategic objectives of the organization.
It consists of identifying employees who have the potential to assume key positions in the organization and preparing them for these positions.
Succession management continuity in leadership develop the next generation of players
Why succession management is so important to leadership continuity and future enterprise performance; implementing an effective succession planning process; protecting your organization from the risk of management discontinuity.
Strategic role of Human Resource ManagementISAAC Jayant
The role of Human Resource Management has been developing noticeably in recent years. Earlier human resource as the personal department performing administrative duties like record keeping, file maintenance etc. were all over now.Any organization that continues to utilize its HR function solely to perform these administrative duties doesn't understand the contributions that HR can make an organization’s performance.
The underlying premise of enterprise risk management is that the Company exists to provide value for its stakeholders – customers, employees, and shareholders. Like any business, every Company faces some uncertainty, and the challenge for management is to determine how much uncertainty to accept as it strives to grow stakeholder value. Uncertainty presents both risk and opportunity, with the potential to erode or enhance value. Enterprise risk management enables senior management to effectively deal with uncertainty and associated risk and opportunity, enhancing the capacity to build value. Value is maximized when management sets strategy and objectives to strike an optimal balance between growth and return goals and related risks, and efficiently and effectively deploys resources in pursuit of the entity’s objectives. These capabilities inherent in enterprise risk management help management achieve the Company’s performance and profitability targets, and minimize loss of resources. Enterprise risk management helps ensure effective reporting and compliance with laws and regulations, and helps avoid damage to the Company’s reputation and associated consequences. In sum, enterprise risk management helps the Company get to where it wants to go and avoid pitfalls and surprises along the way. Enterprise risk management encompasses:
• Aligning Risk Appetite and Strategy
• Enhancing Risk Response Decisions
• Reducing Operational Surprises and Losses
• Identifying and Managing Multiple and Cross-Enterprise Risks
• Seizing Opportunities
• Improving Deployment of Capital
• Leveraging Talent, Structure, Process, and Capital
I am confident & highly skilled HR professional with over 4 years of extensive industry experience & international exposure with local & foreign firms. Having years of operational experience in delivering business value. Moreover, I have demonstrated fine capability to work with senior leadership on HR plans development.
I possess significant experience in organizational development & change management in complex, multicultural matrix organizations through key HR verticals, talent acquisition & retention, learning & development, compensation & benefits, employee engagement, grievance handling, human resource information system, HR compliance & audit.
Recognized as a collaborative leader who creates vision, synergies & business results, I ensure HR value creation through people, process & systems optimization to deliver results. Extremely capable to efficiently handle conflicts & manage employee relations; effectively using Human Resource Management System (HRMS) & SAP HR Module, MIS & SPSS to understand HR structure & design tailored policy.
Professionally groomed person having excellent entrepreneurial experience, I follow highly ethical work standards with a positive outlook & create efficient processes to juggle multiple tasks & projects simultaneously.
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Specialties: | Human Resource Management | Performance Evaluation | Talent Acquisition | Organizational Development | Training Need Analysis | Employee Relations | Change Management | Conflict Management | Learning & Development | Human Resource Management System (HRMS) | SAP HR Module | MIS | SPSS | Interpersonal Skills | Presentation Skills | Communication Skills |
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I am looking for management level position in HR domain in Pakistan & abroad. I can be reached through below mentioned channels:
Email: sw.kazi@hotmail.com
Phone: +92(300)8202374
Skype:Sarmad.kazi
1. SINTREL P. DASS
25 Lady Leigh Ann Lane, Fredericksburg, VA 22406 Email: spdass@gmail.com (540) 455-4582 (cell)
Citizenship: U.S. Citizen Social Security Number: XXX-XX-5753
Veterans Preference: N/A Highest Federal Grade Held: GS-0343-15
Security Clearance: Top Secret/SCI (Active)
HUMAN RESOURCE LEADER/BUSINESS ANALYST/INTERNAL CONSULTANT
Eager to support human resource and program services initiatives for your organization
EXECUTIVE/PROFESSIONAL PROFILE:
Senior Leader and Subject Matter Expert with over 20 years of expertise in training and development, human resource
administration and leadership. Consistently achieve exceptional results preparing new leaders to meet dynamic world
challenges through the management of human capital. Built and led proactive HR programs for complex, service-based
organizations within the Federal government undergoing acquisition, turnaround,rapid growth and transitional business
cycles. Derive success by consistently building, changing and optimizing organizational infrastructures, technologies,
processes and measurement systems to increase value.
Senior-level HR professional with government experience and proven track record of applying appropriate,
practical management applications/mix of process improvement techniques that meet business needs while
minimizing risks.
Create vision and strategy,build consensus and align personnel around core mission and programmatic growth
objectives.
Develop the resources to drive corporate culture change, create best-in-class organizations and build market-
focused teams while reducing overhead costs and unnecessary expenses.
Motivated achiever with demonstrable ability to recommend enhancements to business processes.
Outstanding project manager who coordinates communications, information, and highly skilled professionals to
meet organizational needs and evaluate progress while assuring smooth, efficient projects and activities.
Strong interpersonal, written, and verbal communicator who can deliver effective presentations,consult on
organizational strategies,metrics and design while maintaining collaborative relationships.
Exceptional problem-solver with keen ability to resolve human resource and management issues,analyze/define
business processes forimprovement, define, design,develop, and implement highly successfulsolutions,as well as
find solutions where others have failed.
Design and implement solutions to complex business challenges while organizing and developing people and
driving influence across organizational boundaries.
Design competitive and cost effective total rewards programs.
AREAS OF EXPERTISE
Human Resources Management
Orientation & On-Boarding
HR Policies & Procedures
Performance Management
Organizational Development
Workforce Transformation
Management Development
Turnaround Leadership
ProgressiveManagement
Practices Senior Level
Management and Leadership
Project/Program Management
Budgeting - Financial Reporting
Talent Management – Recruiting
Business Analysis - Auditing
Statistical Process Control
Activity Based Costing
Benchmarking
Business process improvement
Requirements analysis
Project management
OSHA
Growth Strategy Initiatives
Operations Management Marketing
and Development
Administration/Support Services
Strategic Partnership
Development Continual
ImprovementProcesses
Workflow analysis/process
reengineering
RFI, RFQ, RFP processes
HR systems–PeopleSoft, USAJobs,
QuickHire, Payroll
2. Sintrel P. Dass,Results-focusedHumanResourceProfessional Page 2 of 4
Key Contributions:
HR Programs & Best
Practices
Transformed previously disorganized, under-performing unit into a well-functioning, cost
efficient and highly utilized entity as evidenced by 40% improvement in service scores
over prior year’s employee survey data.
Maintained hiring goal of 95%.
Staff Recruitment Assisted Hiring managers with the development of substantialcompetency-based skills and
established a baseline for desired educational backgrounds and knowledge in order to
streamline the recruitment efforts by revamping recruitment strategies and enhancing the
functionality of in-house staff.
Analysis & Audits Identified over $300,000 overpayment with contracts by conducting an array of audits that
identified and corrected discrepancies.
Conducted feasibility studies.
Training Programs Developed and coordinated class training schedules; handled reimbursement issues;
property, etc. Conducting acquisition planning to enhance the Division's buying power and
to minimize waste, as well as identify new methods of utilizing purchasecards to minimize
the usage of purchase orders.
Developed a process for COTRs/COR that systematically simplified the workflow for
moving requisitions. I assist in the development of statements of work; review contracts
that are $25,000 and above and provide recommendations to the Contract Review Board.
Compensation /Salary
Structure
Increased morale and saved $250,000 in contract operating and salary expenses over a 2-
year period by conducting thorough and extensive job description and salary analysis and
adjusting salary grade structureto reflect industry standards, as well as thedevelopment of
the Workforce Development Initiative program.
Performance Management Created and implemented an enhancement to the performance evaluation/merit process to
streamline division-wide performance management and to ensure all compliance
requirements were met.
Employee Health & Safety Supported OSHA-compliant workplace with company-wide Injury & Illness Prevention
Program roll out.
Facilitated harassment in the workplace prevention training and provided new managers
with one-on-one training.
PROFESSIONAL EXPERIENCE
FEDERAL BUREAU OF INVESTIGATIONS, Washington, DC 2004 – 2014
08/2009 to 09/2014 (Retired)
Supervisory Management & Program Analyst (Unit Chief) RANK: GS-0343-15
Human Resource, Property, and Space Unit (HRPSU) SALARY: $143,079
Weapons of Mass Destruction Directorate
SUMMARY: Strong cross-industry background and experience supporting large, diverse workforces of 500+ employees in
multiple locations, including union/non-union, exempt/non-exempt, temporary staff, front-line staff, and mid-level and senior
management.Talent fordevelopingand delivering training at alllevels,including supervisory training andmanagement coaching.
Key contributoron executive teams,participatingin organizationaldevelopment and corporate strategic planning. Excellent team
leader and supervisor, skilled at motivating HR staff to performat peak levels.
Unmatched versatility in the human resource,training anddevelopment,procurement and contract administration arenas; provid e
technicalsupport and is charged with facilitating the utilization of Weapons of Mass Destruction Directorate (WMDD) human
resourcesthrough coordination,management &execution ofthe division-wide functions ofbudgeting and procurement through the
Limited Warrant Holder program; property & space management; basic contract administration; training & development via
GETA; and Bureau mandated courses; administrative services; and human resource. Provide leadership vision, direction, and
administration forthe efficient and effective useoftax-payerdollars forprocurements up to $25,000, as well as funding internal to
my unit. Develop, nurture, and leverage new joint partnerships, and collaborate with federal, state and local stakeholders t o
improve the functionality of my organization’s outreach and training efforts. I have an extensive background in HR affairs,
including experience in employee recruitment and retention, staff development, mediation, conflict resolution, benefits and
compensation, HR records management, HR policies development and legal compliance. I have d emonstrated success in
negotiating win-win compromises, developing teambuilding programs, and writing personnel manuals, corporate policies, job
descriptions and management reports.
3. Sintrel P. Dass,Results-focusedHumanResourceProfessional Page 3 of 4
Scope of Leadership:
Oversight leadership forcarrying out criticalhuman resource management and programs for the Weapons of Mass Destruction
Directorate (WMDD). Align businessstrategywith operationalfunctionality to ensure excellence for the division, as well as the
establishment ofa sound infrastructure. Direct,coordinate,and guide allactivities and efforts in this regard, as well as handle the
strategic and succession planning; developgoals&objectives;policy coordinationand development,etc.Independently performs a
full range of supervisory responsibilities to include the planning, directing, organizing and review of work operations. Provide
staffing support function to include recruitment, qualification determinations, selection and placement for a wide variety of
positionsthat consistsofprofessional,technical,administrative and clerical. I work with otherteamsupervisors and various units
to create policy and procedures, as they relate to HR matters, contract administration, property & space, GETA and career
development.
Led and supervised a multidisciplinary teamconsisting of14individuals including Inventory ManagementSpecialist,Management
& ProgramAnalyst, Training Liaison and Change Management Specialist, Logistics Management Specialist, an Office Service
Specialist and a Secretary; in achieving the five functional areas within my purview. I monitor team workflow, define team
priorities and provide assignmentsaccordingly.Ideveloped and implemented quality control procedures and processes. I aman
expert consultant in Human Resource management andprograms with functional title as Supervisory Management and Program
Analyst (Unit Chief); integrating competencies to ensure employees are well rounded and has promotion potential to include
upward mobility; career enhancement and development.
Strategic Leadership& Organizational Development
Created a collaborative processto drive culturalchange andsupport thebusiness model.Worked with key executives to
develop value addedpragmatic people solutions tailored to specific businessrequirements andobjectives that align to
overallBureau’s missions,values and strategies.
Developed newexecutive performance reviewprocess to drive business objectives,corporate change,and behaviors.
Enhanced the talent in the organizationby developing Talent Review,Leadership Development Curriculumand a formal
Successionprocess.
Used analyticsto demonstrate fact based cost-benefits analysis that drove changes to people programs.
Change Management & Labor Relations
Driving change throughoutseniormanagementand facilitating improved employee communications/interaction.
Forming management/employee committees to discuss issues,and fostera cohesive,collaborative environment to include
a MentorProgram.
People, Process & Performance Improvements
Revamped a human resources unit within WMDDthat playedan active role in creating a culture ofhigh performance
teams and encourageownership amongst businessleaders.Implemented an HRscorecardto hold the human resources
department accountable to the business.Increased HRemployee engagement from40% to 75%.
Streamlined and restructured the HRteamto focus on productivity,clarified roles and responsibilities as wellas drive
enhancedskills in the areas ofbusinessacumen,results orientation andrelationship/partnership skills.
Established HRcompetencies,metrics,and division-wide metrics formonitoring and measuring turnover,HRbudget,
litigation,and management determinations.
Worked in conjunctionwith otherHRleaders to establishHRshared services modelforefficiency and cost containment.
Designed andimplemented performance basedincentive reward systemforHR in orderto accomplish HR strategic plan
goals and objectives.
Manage the fullimplementation ofHRPSU Promotion Process System; spearheadeda process improvement initiative to
streamline HR administrative practices andprocedures utilizing SharePoint.
Created a formal training/development organization – WMDDWorkforce Development Initiative,engaging internal
resourcesand3rd party vendorsto improve employee benchstrengthin the areas offinance,programadministration,
scientific methods,andoperations.
Scope of Consultant Role:
Provide consultation to managers with regard to staffing & placement; position conversions, integrating competencies; career
development and the like. I work with other teamsupervisors and other managers to create policy and procedures through the
utilization ofOPM standards,Laborstatisticsand otherregulations. I aman expert consultant to manager, employees, and other
government officials regarding the Bureau's HR matters (i.e. Foreign allowances, direct hires, non-competitive actions, merit
promotion, recruitment flexibilities, pay administration, etc.) I prepare and disseminate written guidance and implement
instructions for new and/or changed/modified staffing procedures. I led a teamin the development of criterion for Quick Hire
libraries; revision ofvacancy announcements,placement options,and recruitment/retentionstrategies.Assist and consult the field
representativesin reorganization processes,positionmanagement efforts and policy changes. Coordinating and planning of the
work activities of position descriptions, leave restoration, availability pay certifications; executive management requests; and
resource allocation.Ialso oversee processing ofpersonnelactions;positionmanagementand coordination; job postings for agent
and professional support personnel, as well as tracking overtime.
4. Sintrel P. Dass,Results-focusedHumanResourceProfessional Page 4 of 4
My leadership inspired innovative and creative thinking amongst my team. Solutions to important procedural challenges were
addressedand solved – allwith the focus ofcreating a well-organized,well-oiled HR entity capable of taking a greater leadership
role in the Division’s strategic plan. I fundamentally changed infrastructure operations by standardizing HR and other
programmatic processesandreportingprocedures. Doing soallowed me to receive and analyze the funding staffing levels (FSL);
contract documentationand propertyallocations at a “realtime” rate and to establisha common set ofperformance measures. This
provided EM with timely, decision-quality data for the furtherance of informed and sound business decisions. (Result)
EDUCATION/TRAINING
EDUCATION
MasterofScience in BusinessAdministration (Management),StrayerUniversity
Bachelorof Science in BusinessAdministration(Minor:Human Resource),StrayerUniversity
Parkdale High School,Riverdale,MD
CONTINUED EDUCATION/CERTIFICATIONS
Human Resource Management forSupervisors &Managers
Human Capital Management Leadership Program(one year)
Executive Development Institute
Contracting Officer:Limited Warrant Holder
COTR/COR Certification
MasterCertificate in Six Sigma
Certificate ofAccomplishment in Project Management
Collateral Duty Safety and Health Official
DesignatedSafety andHealth Official
Certificate – ProtocolOfficer Training
ADDITIONAL PROFESSIONAL EXPERIENCE
Federal Bureau of Investigation, Washington, DC 6/2004 – 8/2009
Position (s):
Program Manager/Management & Program Analyst, Training Division 6/2008 – 8/2009
Assistant Unit Chief/SMPA, Training Division 9/2006 – 6/2008
Management & Program Analyst, Laboratory Division 2/2006 - 9/2006
Human Resource Specialist/Supervisory HRS, Human Resource Division 6/2004 - 2/2006
Department of Housing and Urban Development, Washington,DC 10/1987 – 6/2004
Position(s):
Public and Indian Housing (PIH)
Grant Administrator/ProgramAnalyst:Grants Management Center(GMC),
Housing ProgramSpecialist:ResidentServices Section,Public and IndianHousing
ProgramSupport Specialist,DeputyAssistant Secretary FO,PIH
Staffing Specialist &Staff Assistant,Public and Indian Housing,FO
Community Planning and Development (CPD)
ProgramAssistant,Secretary&Clerk-Typist
United States General Accountability Office,Washington,DC 6/1986to10/1987
Position(s): Clerk/Staffing Clerk
Professional Affiliations:
Society forHuman Resource Management(SHRM)
Federally Employed Woman (FEW)
NationalNotary Association(NNA)
The Purpose Partners Movement
FocusedAccountability Network(FAN)
Coach,Speak& Serve