Organizations are only as good as their workforce allows them to be.
Ultimately, every organization succeeds or fails because of its people.
I have been a respected, strategic, and ethical HR professional for over ten years. I started my journey in HR during my early days with The Bon Marche’ (now Macy’s) as an Assistant Store Manager where I was responsible for the HR and Operations functions of the store to which I was assigned. I was in this position for about two and a half years before I was promoted to the General Manager position of my own store.
In those early years, I discovered I excelled at building and fostering a positive workplace culture, communications, employee relations, performance management, talent acquisition, and training & coaching aspects of the job. I was able to take these skills to the next level as a GM and build a high-performing award winning team at my first store. The store quickly earned all the top performance awards given out by the company including the highest honor, Store of the Year/Store Manager of the Year award.
Because of my performance, I was promoted to a larger store and, again, quickly built a high-performing award winning team. After one year, my second store also started earning all the top performance awards given out by the company including the Store of the Year/Store Manager of the Year award.
I recognized that the success of my organization was 100% dependent on my team. I rigorously trained and coached my team, I treated them with dignity and respect, I held them to high performance standards, and communicated openly and honestly. The result? My stores and I earned more performance awards during the time I was GM than any of my peers.
I left retail in 2008 for a new and exciting opportunity with Ur-Energy, a junior uranium mining company based in Colorado. I had the opportunity to advance my professional career in the aspects I enjoyed most while being a GM, HR Management. I started off as the HR Manager tasked with establishing and implementing the HR function of the company. The company was only a couple years old and was expecting to grow rapidly into a large company as the uranium industry boomed. I built the HR function from the ground up and established HR strategies, services, and programs to support the existing workforce and the anticipated expansion of the workforce as we grew.
I was promoted twice during my time with Ur-Energy in recognition of my excellent contributions and performance. First to Director, HR and IR/PR then to Senior Director, HR, IR/PR, and Administration. I took on additional responsibilities for the company as the economic conditions in the uranium mining industry started to weaken and started to turn into a bust in 2011.
I very much enjoyed my HR responsibilities at the company and am proud to say the HR department was a key contributor to the biggest success of the company, becoming the lowest cost uranium producer in the world. That successful milestone was only achieved by having a high-performing workforce, something I was responsible for building.
Although we achieved the success of being the lowest cost uranium producer in the world, the market continued to weaken to the point where the company went through a series of RIFs and I was let go in the most recent and largest one.
SHRM Senior Certified Professional
Issuer: Society of Human Resources Management