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Michael F.

Gallagher
1615 E. Hardscrabble Drive Hillsborough, NC 27278
919-479-1844 mgc95d08@westpost.net
Human Resources Business Partner and Leader
Strategic Partnerships sB Employee Relations sB Recruiting & Retention
HR professional with extensive experience in dynamic and progressive
high technology environments. Demonstrated success selecting,
developing and managing high-performance HR teams. Proven ability to
identify business challenges related to human capital management and
deliver innovative services and solutions to meet or exceed demands.
* Sales and Marketing HR Support
* Employee Relations
* Talent Acquisition

* Vendor Management
* College Recruiting
* Regional Office Support
* HR Technology Management
* HR Project Management
Professional Experience
SAS Institute - Cary, NC 1993 to 2008
SAS is the leader in business analytics software and services, and the
largest independent vendor in the business intelligence market.
Through innovative solutions delivered within an integrated framework,
SAS helps customers at more than 45,000 sites improve performance and
deliver value by making better decisions faster. Since 1976 SAS has
been giving customers around the world THE POWER TO KNOW.
Director, Talent Acquisition & Employment Support Services (2008)

Assessed short and long-term recruiting needs for US operations. Hired


and developed team of six recruiters and three assistants dedicated to
US hiring initiatives. Assumed responsibility for global recruiting
direction and oversight. Modified services and offerings to better
meet changing needs and enhanced on-boarding experience and general
employment services.
* Significantly changed recruiting model that led internal customers
to regard recruiters as value-added business partners--nearly
doubled engagement levels of recruiting team by hiring managers
and staff.
* Established roles and set clear expectations related to the
recruiting process--ensured smooth operations and clarified
communications regarding hiring decisions.
* Reduced search firms utilized to establish more strategic
partnerships with remaining vendors, identifying and selecting
those with lowest turnover ratios. Sales management confirmed that
future hires elicited better-performing employees.
* Reworked and marketed the Employee Referral Program
(ERP)--increased hires through the ERP more than 100%. Engaged
employees through ERP which resulted in better quality hires, and
expanded program to include international employee eligibility.
* Increased productivity and reduced time Employment Support
Services staff spent on relocations by approximately 75%.
Successfully established one point of contact for relocating
employees while increasing staff productivity without additional
cost.
Director, HR Shared Services (2006 to 2008)
Developed HR Shared Services (HRSS) team combining Employment Support,
HR Technology, HR Projects, Recruiting, and Training to provide
services to HR community and internal customers.
* Placed emphasis on customer focus as key to success while
developing structure where positive interdependencies and
collaboration enabled team to provide better service at higher
levels.
* Instituted changes to HR Technology service request response
procedures that involved direct customer contact in order to
satisfy internal customer needs. Received favorable feedback
concerning ease of use, interactions, and perceived value of
staff--increased number of requests and interactions 30-50%.
* Combined efforts of HR Technology team and Legal Technology to
develop a readily accessible and secure online system for Employee
Relations to store records and information--reduced turnaround
time to access information from days to a matter of seconds.
* Engaged external vendor to provide background check services and
improve comprehensiveness of service. Negotiated accuracy and
completeness guarantee securing additional level of
indemnification.
* Conducted survey to obtain feedback from managers and staff on HR
service and offerings--increased overall performance ratings by
internal customers who were more likely to utilize HRSS services
due to changes implemented.
Senior HR Manager, SAS Americas World Wide Marketing (2000 to 2006)

Orchestrated HR functions and provided consulting in employment,


recruiting, policies, and program matters. Staff consisted of two
managers, eight generalists, two office administrators and an employee
relations specialist.
* Made proposals to positively impacted performance through HR
intervention and worked with division leaders to achieve strategic
goals and objectives.
* Reviewed and provided feedback for products and systems in regards
to performance management, succession planning, and recruiting.
Resulting products and systems increased overall productivity for
management and HR.
* Made final decisions related to corrective action issues with
input from Legal, Employee Relations, HR Generalists and Managers
to ensure business objectives were proactively met.
HR Manager, SAS North America Sales and Regional Office (1996 to 2000)
Managed HR generalist group including six HR representatives and two
office administrators providing HR-related services to all regional
office employees and managers spanning 38 offices with 800 employees.
Provided direction for staffing, corrective action, reorganizations,
and immigration issues.
* Promoted

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