RUTH A.

MINER
248-765-4166 (c)
https://www.linkedin.com/in/ruthminer

ruth.miner@hotmail.com

HUMAN RESOURCE EXECUTIVE

Organizational Design, Change Management, Strategic Planning, Business Partner
Human Resources executive experienced at integrating human resource strategies and practices with business
strategies. Focusing on the business, customers, and industry to drive engagement, business growth and exceed
business objectives. Create and implement strategies and practices to guide people, policies, functions and
cultures that adapt to change. Build confidential and trusted relationships at all levels of the organization, and
deliver creative solutions. Acquire and retain top talent.
CORE COMPETENCIES

Executive Consulting and Coaching

Workforce Planning
Organizational Design and Development
Employee Engagement and Retention

Talent Acquisition
Strategic and Business Goal Planning
Relationship Building
Program Management

PROFESSIONAL EXPERIENCE
Detroit Medical Center (DMC), Detroit, MI
Vice President, Human Resources and Organizational Effectiveness (2014 Present)
Responsible for setting high standards in HR operational functions, recruitment, HRIS, employee records,
leadership and professional development, succession planning and employee engagement. Work with the CHRO
to provide system-wide strategic direction and execution of HR strategies and plans aligned with DMC operational
strategies and plans. Partner with executive leadership on projects including the redesign of the New Employee
Orientation for the overall DMC market, leading the system migration from Net Learning to HealthStream; and
implementing the new Tenet Employee Engagement Survey.
North American Bancard, Troy, MI
Vice President, Human Resources (2014)
HR executive leader responsible for establishing the full range of HR operations for the company including, but
not limited to, compensation, benefits, payroll, HR support and top talent recruiting. The challenge was to
establish an HR organization, automate corporate and employee functions, establish and implement HR policies
and procedures, define and implement a compensation structure, foster an environment of inclusion and ensure
that all corporate entities followed corporate operations.
CENGAGE LEARNING, Farmington Hills, MI
Vice President, Program Management, Global Production & Manufacturing Services (GPMS) (2012-2013)
Created a project management structure for the Production and Manufacturing Services organization. Continued
to lead the Change Management and Training segment of the Enterprise Resource Planning (ERP) Latin America
implementation.

Identified a high level program management and governance structure, aligned and organized projects
within programs to create line of site and assist in resource planning.
Established guidelines for communication and tracking of projects.
ERP Implementation: Identified training and communication for 95 employees in the Latin America
business unit. Developed a stakeholder program, developed and/or revised training material from first
two waves, identified new Subject Matter Experts (SME) and provided training, developed employee and
customer communication materials.

Vice President Human Resources, Global Production and Manufacturing Services (2008-2012)
HR executive leader and business partner to the senior vice president. Provided support and continuous
improvement in the area of joint HR and business planning, organizational development, business goal planning,

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248-765-4166

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workforce planning, organizational transition, talent recruitment, functional restructuring and transformation.
Participated in all strategy sessions and executive leadership meetings.

Led the change management segment of the corporate-wide ERP implementation. Identified training and
communication for 2000 employees in a single business unit for wave 1 and 700 employees in wave 2.
Developed a stakeholder program, over 100 employee classes, Subject Matter Expert (SME) training,
employee and customer communication materials.
Planned and implemented transitions for 300+ employees associated with the acquisitions of National
Geographic and Houghton Mifflin. This included due diligence, job disposition, retention, separation and
communication.
Defined and implemented a compensation structure that included a plan for leveling within jobs for 700
employees, updating of all job descriptions and rationalizing bonus targets.
Created and implemented three major training programs mandatory for all GPMS employees (Designing a
Great Year, Creating Mutual Value and Project Management).
Developed a workforce plan with updated job descriptions for 700 employees.
Coached and consulted with executive leadership team in the areas of organizational restructuring and
refining, employee issues, and business changes. Coached and provided assessment feedback for
seven members participating in a 360 feedback survey.
Partnered with executive team members to develop and implement action plans addressing employee
survey areas of focus.
Planned and implemented six major cost containment and outsourcing efforts that affected over 100
employees and resulted in operational savings of over five million dollars.

Director Human Resources, Global Production and Manufacturing (2005-2008)

Led HR team responsible for providing HR support to the production and manufacturing group a new shared
service division of 700 employees directly responsible for all production and manufacturing within Cengage
Learning. Provided direct HR support to the SVP of GPMS and his direct reports.

Established HR infrastructure for new corporate function to include people soft structure, system updates,
staff and approval process, alignment and disposition of transitioned employees, compensation structure
key HR metrics, recruiting and HR business partner assignments for employees in the US and Canada.
Developed strategies to foster the development of a solid leadership team, build strong performance
objectives and development plans and enhance collaboration across the unit.
Developed and implemented a communication strategy to include town halls, round table/site visits,
communication of goals and direction and integration of corporate objectives.

Human Resources Business Partner (2004-2005)

WAYNE STATE UNIVERSITY, Detroit, MI
Project Consultant, Professional Development Division, School of Business Administration (2003-2004)
Responsible for consulting with internal and external university clients in the area of training, strategic planning,
unit consolidation and business planning.

Facilitated the development of the Business schools five year strategic plan.
Facilitated the consolidation of six business units into one International Programs Unit by assessing each
unit, identifying redundant and unique functions, defining the new structure and recommending changes.

ELECTRONIC DATA SYSTEMS, Southfield, MI

Midwest HR Delivery Director, Global HR Delivery (1999-2002)
Responsible for $22 M budget, 114-person HR organization geographically dispersed across 12 Midwest states.
Worked with executive leadership, four U.S. campuses, and three international campuses to define and start-up a
global HR Delivery organization.
Human Resource Manager, Global Profession and Technical Training (1997-1999)
Training Manager, Instructional Design and Development (1990-1997)
Advanced Training Specialist (1985 1990)
EDUCATION
Wayne State University Detroit, MI
Masters of Education, Specialization: Instructional Technology
Oakland University, Rochester, MI
Bachelor of Science, HRD, Specialization: Training and Development