Download to read offline
Uzma_Burki_Profile
- 1. Uzma Burki 954–554–3788 uburki@yahoo.com @UzmaSBurki www.linkedin.com/in/uzmaburki 20 SwantonLane, Gaithersburg, MD 20878 CAREER HIGHLIGHTS (FORTUNE 100/200 COMPANIES) BATTELLE MEMORIAL INSTITUTE, 2015–2016 Senior Vice President & Chief Human Resources Officer AMTRAK, 2012–2015 Senior Vice President, Head of HR Strategy Organizational Effectiveness & Leadership Development OTHER COMPANIES Ameriprise, Citibank, National City Bank (PNC) & American Red Cross CURRENT EXPERIENCE ALTVIA CONSULTING, LLC Owner/Principal consultant, 2010–Present GEORGE MASON UNIVERSITY SCHOOL OF MANAGEMENT Adjunct Professor, 2011–Present AWARDS Best Leader, HR Leadership Award for Greater Washington, 2015 MyCareerTrak Excellence Award, 2014 Evanta HR Award: Breakthrough HR Leadership Team, 2014 Amtrak HR Optimas Award, General Excellence, 2014 LATEST BOOK When Talent Goes Global: What CEOs, Board and Management Teams Must Learn and Do to Win With a Diverse, Global Workforce, April 2014 KEY COMPETENCIES EXECUTIVEPROFILE C-Suite level strategic HR decision- maker with track record of spearheading game-changing HR solutions for diverse businesses with combined revenues of $113.5B and 325,367 global employees. Transformational leadership in optimizing human capital initiatives to revitalize underperforming companies, and restore profitability by propelling performance, innovation and growth across all business levels. AWARD WINNING C–LEVEL HR EXECUTIVE Proactive problem-solver PERSONALSTRENGTHS Strategic & tactical thinker TactfulExcellent communicator Persuasive coach Strong negotiator Collaborative Decisive leader Responsive Resourceful Creative Highly regarded keynote speaker Engaging writer Influential thought leader Succession Planning Board Governance & Balanced Scorecard Workforce Planning & Outsourcing HR Strategic Planning & Execution P&L/ Resource Cost Controls Quality, Process & Technology Improvement Audit & Compensation Risk & Performance Management Change Management Executive & Leadership Development HR LEADERSHIP
- 2. Uzma Burki 954–554–3788 uburki@yahoo.com @UzmaSBurki www.linkedin.com/in/uzmaburki 20 SwantonLane, Gaithersburg, MD 20878 TRANSFORMING BUSINESSES Q What challenges do organizations face when aligning their business and talent strategies? A. Change and agility. Competing in a global economy, including attracting and leveraging global talent, requires strong leadership and active involvement by the organization’s leadership team. Those lacking in “change agility” find it difficult to keep up with their competitors. Q What has been your approach towards deployment of technology to enable talent management? A. I always follow an Integrated Talent Management approach which ensures alignment between HR processes and organizational strategic objectives. Technology solutions must be cost effective, fit the company culture, and address the needs of a multi-generational global workforce. Q What are the biggest HR challenges that the organizations must overcome in the next few years? A. I see four key challenges for organizations: 1. Managing change in a holistic and visible manner via top leadership. 2. Aligning talent strategy with regional and global business realities. 3. Creating a diverse and inclusive culture by acquiring talent that offers the best overall fit, instead of focusing solely on technical competence. 4. Managing risk from a retention and succession perspective. Q How do you define high performing organizations? And, what should their leadership teams really focus on? A. I define high-performing organizations as those that consistently outperform their competitors through good revenue growth, market share, profitability, and customer satisfaction. Leadership teams should focus on developing a global mindset, emotional agility, and cultural intelligence to effectively manage and motivate a diverse workforce. Q How do you measure the competitiveness of talent in high-performing companies? A. High-performing companies typically use two key metrics—not just the more obvious “quality of hire,” but also “quality of movement,” which includes promotion rates, internal movement rate, retention, succession plan compliance/leadership health. AWARD WINNING C–LEVEL HR EXECUTIVE ACHIEVEMENTS AT A GLANCE WON MyCareerTrak Excellence Award by implementing innovative branding for Amtrak Careers website, gaining 1.2M hits, 10,000 followers, 200K applicants and Social Recruitment Monitor #1 ranking within 5 months. RECOGNIZED for highly effective HR strategy at Amtrak, which led Forbes Magazine to name Amtrak as a Top U.S. Employer in 2015. GAINED savings worth $27M at American Red Cross by restructuring and realigning 10 disparate HR organizations to bring about efficiencies and standardization. ACHIEVED National Citibank’s successful acquisition/merger of Provident Financial Group with $2.1B in stock. INTERVIEWED BY HR Magazine, 2015 Kennedy Consulting Research & Advisory Services (ALM intelligence), 2015 IQPC Exchange USA, 2015 Insider Profiles Magazine, 2014 Change has to be embraced as a way of life and executives must begin to play an active and visible role in leading people through organizational change whether precipitated through internal or external factors. Most organizations do not focus on the people side of things and managing change from this perspective means winning their hearts and minds.” “ CHANGECATALYST