Susan Pyles

Experience

• 

  Ohio Savings/AmTrust Bank

  Oct 1997 - Sept 2007

  o Led a 28-person, award-winning Learning, Organizational Development, and Talent Management function serving 3,000 employees. Responsible for 100+ programs and initiatives. Results included: 82% of employees who completed an exit interview were satisfied with the training received. o Strategically partnered with Bank Executives to achieve business objectives. Results included: 5.0/6.0 score on internal client satisfaction survey; 100% increase in number of business units requesting L&P support.o Led the Bank’s first talent assessment initiative, resulting in a top talent retention rate of 97%.o Designed and led the Leadership Development, Leadership Mentoring, Caring Leader, and Positive Discipline Initiatives. Results included: 40% increases in confidence and competence ratings by mentors and protégés per established goals; 5.0/6.0 ratings for value of mentoring experience; up to .19-point increases in Caring Leader ratings (on a 1.0-6.0 scale). o Built an enterprise-wide corporate university to drive continual employee development and skill building. Results included: 40 hours of training per employee per year; employees who completed double the classes (8 vs. 4) received 4 times the promotions (4 vs. 0); 59% promotion rate into non-manager roles and 45% promotion rate into manager roles. o Led the company-wide training and roll-out of a new service standard which drove the Bank’s service average from 88% to 94%. o Oversaw the launch of a new-hire training program for loan processing which yielded $197,250 in additional Bank revenue. o Led the HR Executive Team retreats, providing professional development and yielding strategic plans and innovative initiatives.o Served as project sponsor on the steering committee to implement an HRIS & LMS; introduced eLearning. o Led the HR Business Analyst through a project to build the first L&P annual report and the first HR scorecard. Show less o Led a team of eight (8) Specialists who designed and implemented learning solutions for Consumer Banking (50% of Bank employees). Results included: 3.2/4.0 score on internal client satisfaction survey. o Led a 9-month entrepreneurial leadership series for Branch Managers. Results included: $20,000 in additional Bank revenue. o Launched a Branch Supervisory Series. Results included: Boost in percent of satisfactory audits from 71% - 81% over 3 years. o Introduced formal IRA training to increase expertise and quality. Results included: 72% decrease in errors over 3 years. o Initiated ‘In the Trenches’. L&P Specialists worked in roles they trained (in the branches and call center). Results included: A boost in production and revenue, solidified client partnerships, targeted training, and enhanced L&P Specialist subject matter expertise. Show less

  • VP, Learning & Performance

    Apr 2003 - Sept 2007

  • AVP, Learning & Performance Manager

    Mar 1999 - Apr 2003

  • Training Specialist

    Oct 1997 - Mar 1999
• 

  ERC

  Oct 2007 - Apr 2014

  Manager and Senior Consultant - Strategic HR, Talent Management, OD, Learning, Employee Engagement

  o Clients: 100+ global, national, and regional organizations with 10 – 100,000 employees across industries – e.g. ABB, Amresco, ArcelorMittal, ASM International, Avtron, Bendix, Cleveland Heights/University Heights Library, Cleveland Orchestra, Mercy, FedEx Custom Critical, ForTec Medical, GrafTech, Emerson, MCPc, Riverside, Northeast Ohio Regional Sewer District, Ross Environmental Services, Skoda Minotti, United Disability Services, US Endoscopy (a subsidiary of Steris). o Successfully launched and grew a reputable and profitable Employee Engagement and Talent Management Consulting Practice. o Managed both Practice Areas as Practice Leader and Senior Consultant. o Drove new business, scoped and priced the work, authored proposals, managed client relationships, ‘owned’ client retention. Results included: approximately 50% of clients were repeat customers; approximately 50% of clients purchased and benefited from more than one service; repeat employee engagement clients experienced score increases as high as 11%.o Service Delivery: o Consulting: Career management systems, coaching models, competency models, mentor and leadership programs, organizational design/workforce planning initiatives, performance management systems, selection processes, strategic training plans, succession planning models, talent reviews o Engagement: Instrument design and validation, results analysis, customized recommendations, presentations to executives, implementation of follow-up initiatives o Coaching: Leadership assessment and coaching for managers and directors; presentation skills coaching o Learning: Design and facilitation of training for senior leaders, directors, managers, and HR professionals. Areas of expertise: behavioral interviewing, coaching, communication, conflict, HR metrics, HR-Business partnerships, leadership, leading change, onboarding, performance management, presentation skills, strategic thinking, teaming. Show less

• 

  Invacare Corporation

  May 2014 - Sept 2015

  Manager, Talent Development

  o Managed and facilitated the global Talent Review process for senior level professionals through senior leaders. o Implemented a Talent Dashboard including number/percent of leaders in critical boxes, successor heat map totals, year over year comparisons, and identification and movement of top talent. Results included: Began tracking, trending, and acting on talent data.o Established and launched a global Talent Management Cycle. Results included: Notable increase in development, performance, and talent-related discussions, with better alignment. o Re-engineered the Individual Development Planning (IDP) model. Results included: 150+% increase in employees with IDPs. o Provided leadership coaching to leaders at all levels; Designed and facilitated a portion of the agenda at strategic planning sessions for VPs; Facilitated New Leader Assimilations for Directors and Managers; Results included: Positive feedback and additional requests. Show less

• 

  MTD Products

  Sept 2015 - Apr 2019

  Director, Global Talent Management and HR Business Partner

  o Led Talent Management (TM) organization wide. o HRBP for President of largest Strategic Business Unit, CIO, and President, International. o Introduced TM best practices: Assessments (PI, DiSC), New Leader Assimilation, 90-day Check Ins, Onboarding, Executive Coaching, Individual Development Plans, Performance Calibrations. Results: CEO added 'Talent' to Annual Planning Books. o Institutionalized Leadership Competencies. Results: CEO and 50% of Senior Leaders completed 360 assessment, results debrief, and coaching; 75% of all leaders completed 3 leadership training modules. o Coached Senior Leaders. Interpreted 360 results, guided creation of action plans. Results: They applied new strategies & cited positive outcomes (e.g. managing up & across more successfully). o Institutionalized Talent Reviews. Designed process & tools, led raters through completion of 9-Box & Successor Heat Maps, created a Power BI data file (Y1), configured Calibration & Succession modules in Workday (Y2), facilitated calibration meetings for Senior Leaders. Results: Full endorsement, feedback that it was the best meeting of the year, expansion from N.A. (Y1) to Global (Y2). o Transformed Performance Management. Introduced a quarterly Performance Check In (PCI) model that focused on goals & feedback and lived in Workday. Designed, tested, & launched Workday module; leveraged communication & training plans. Results: 97% of target audience documented goals in Workday, 89% of managers completed PCIs for all direct reports. o Built first Talent Scorecard. Selected metrics & measurement methods, analyzed & capture insights, presented data visually. Results: CEO added Talent Scorecard to monthly C-Suite meetings. o Configured 5 modules in Workday in 1 year: Goals, Performance, Education, Succession & Calibration. Results: Talent decisions based on data. o Transitioned organization from traditional recruiting to talent planning. Results: 50% reduction in open positions in 1 year. Show less

• 

  ERC

  Apr 2019 - now

  • VP, Professional Development

    Jan 2022 - now

  • Director, Professional Development

    Jan 2021 - Dec 2021

  • Director, Consulting & Member Services

    Apr 2019 - Dec 2020