Janice Mehnert

FXI is a leading producer of foam innovation for the Home, Healthcare, Electronics, Industrial, Personal Care and Transportation Markets. PE Owned; $1 B sales; 2,000 employees.

Lead development and execution of the Human Capital Strategy through a 30-member HR organization during important transition from turn-around to growth company. Member of the Executive Team, reporting to the President and CEO.

• Partnered with FXI leaders to develop processes and programs to enable growth, expand/build people and process capabilities, create/drive a culture of continuous improvement and operational excellence, and strengthen the business alignment of the HR function.
• Gained alignment with new Board Compensation Committee for executive compensation structure, and approval for annual merit and bonus planning process.

Lead the Corporate HR team (10) including HR Operations, Talent Management, Compensation, Benefits and Talent Acquisition, while providing strategic support to the Corporate business functions.

• Developed and implemented human resources process improvements and systems to enable to company to scale including a new talent acquisition process, and electronic year-end planning processes.
• Collaborated with Executive leadership and their teams on strategic initiatives, organizational development, change management, and complex employee issues in order to strengthen overall organizational capability.

A global, Fortune 500 manufacturing company that specializes in highly engineered solutions that connect and protect data and power inside millions of products that touch every aspect of our lives. $12 B sales; 85,000 employees.

HR Lead for Employees and Sr. Management across corporate functions including Global Operations, Technology (Engineering) Finance, Human Resources, Marketing & Communications, and Strategy & Business Development spanning 50 countries, and over 1400 employees to implement strategies that drive TE’s growth objectives.

• Partnered and coached senior leaders and teams to improve their effectiveness, drive transformational change, and improve the business.
• Lead the design and implementation of a technical career ladder and job structure for 7,500 engineers globally.
• Implemented talent initiatives to strengthen bench across the enterprise including mentoring for top talent, leadership development programs, competency models and assessments, and pipeline initiatives including internships and rotation programs.
• Led the business through global restructurings, integrations, outsourcing, and RIF actions

Collaborated on HR strategy with the senior leadership team as a core member and led its implementation for the IT Solutions Organization (1,300 employees).Fostered a culture that embraced change, supported employees, articulated vision, provided open communication and contributed to the profitability of the business

• Introduced a succession planning and talent development model to identify ‘Ready Now’ candidates to close talent gaps
• Collaborated with business leaders to develop a 5 year workforce strategy

Wyeth was a pharmaceutical company that facilitated the production, R&D, marketing and sales of prescription pharmaceuticals; $32B sales; 47,500 employees.

Senior Director, Human Resources Business Partner

Directed the development and implementation of people strategies for the Regulatory Affairs and Safety business, consisting of 750 employees globally. Turnover reduced from 15% to 7% by:

• Provided leadership with programs and initiatives including compensation review and planning, recruiting, employee relations, workforce planning, organizational effectiveness, career progression and culture change
• Provided strategic leadership during integration of Wyeth and Pfizer Regulatory Affairs and Safety organizations

Director, Human Resources Business Partner

Directed the development and implementation of people strategies for the BioPharma, Vaccines, and Women’s Health Care Commercial Marketing Teams.HR Business partner for 4 Division heads, who were accountable for a total of $18B sales,

• Responsible for restructuring the payer sales organization to make it more customer centric, responsive, collaborative and revenue generating while reducing operating costs
• Developed and implemented a staffing strategy to build 5 Brand Teams supporting new product launches.
• Reduced staff by 10% through the assessment and reallocation of Brand Team talent.

Built HR team to support the development of Human Resource strategy and attainment of HR objectives.Provided leadership for all areas of HR including training & development, compensation, recruiting, employee relations, benefits, policy, and HRIS.

• Built and evolved all areas of the Vertex HR function in support of rapid growth (from 175 to 750 employees).
• Implemented unique and progressive people strategies and programs earning Vertex the title of #1 “Best Place to Work in PA” in 2001 and #4 in 2002
• Drove HR strategy for the successful acquisition of a corporate income tax business that increased the workforce by 30%.
• Implemented a culture branding initiative that resulted in increased employee referrals, reducing the cost per hire 60% and time to fill by 50%.

Responsible for growing the HR function to support rapid workforce expansion and reducing turnover.

• Created new policies that encouraged an environment of trust and personal accountability.
• Developed and implemented a recruiting strategy that reduced turnover from 24% to 6% in one year.
• Restructured the 401(k) and changed the Defined Benefit plan to a Defined Contribution Plan resulting in greater employee satisfaction and 25% lower administrative fees.

Concentration in Human Resource Management

Double major