VP Director HR Talent Management in San Francisco Bay CA Resume Shirley Braun

							                                     Shirley Braun, Ph.D.
              Palo Alto CA  (H) 650.566.1540  (M) 650.319.5997  Shirley_braun@yahoo.com

GLOBAL HUMAN RESOURCES & ORGANIZATIONAL DEVELOPMENT EXECUTIVE
               Highly strategic, results focused, and versatile human resources executive
• Global HR experience ,corporate people strategy and execution
• Staffing & Talent acquisition within high growth environments.
• Talent management, learning, and leadership capacity building.
• Global HRIS & frameworks implementation.
• Organization Assessment, Design, Planning, and Development.
• Broad experience in compensation, benefits, and employee relations.
• Effective leadership and execution of projects without compromising quality or timeliness.
• Effective communication to align human assets to successful business outcomes.
• Leadership of HR M&A integrations and talent retention initiatives where growth is paramount.
• Thorough knowledge of federal, state, and local laws affecting HR activities.
                                        PROFESSIONAL HIGHLIGHTS
VP HR                                                                                         2011 – 4/2012
MAGMA DA, San Jose, CA (acquired by Synopsys)
Reported to the CEO, led the global human resource functions including talent acquisition, employee
engagement; L&D; employee relations; legal, compliance, compensation and benefits; HRIS. Magma was
acquired by Synopsys in February 2012, and I become part of the transition and integration team ensuring a
smooth transition to Synopsys.
 Responsible for all organizational development and HR functions of 790 employees, operating globally.
 Designed and implemented new programs in all aspects of HR including: strategic planning; succession
    planning; recruiting and employee engagement; executive coaching; and change management.
 Accomplished 100% participation in a new streamlined Performance Management Process.
 Successfully led MBO, PM process and Key retention bonus on a budget of 9.8 million dollars.
 Designed a retention bonus for Key employees during Merger due diligence phase and retained 99%.
 Enabled company to retain 98% of its employees by designing and implementing employee communication
    and engagement plan during a waiting period of four months awaiting FTC approval.
VP HR                                                                                        12/2010- 5/2011
CASH EDGE, Sunnyvale, CA (ACQUIRED BY FISERVE)
Vice President and Strategic Business Partner to executives and senior management, provided guidance on the
development of performance management, talent development programs, and retention strategies.
 Successfully conducted an HR “Needs Assessment “to understand gaps, opportunities and strengths.
 Developed a plan to create a robust HR infrastructure which was approved by the management team.
 Met goals 100% of HR action plan goals including, creating a new performance management process
    connected to rewards, created a market competitive salary structure, designed and implemented new equity
    guideline, training and development curriculum for company employees, and implementing new HRIS.
 Reduced staffing expenses 20%.
 Enhanced employee skill levels and employee engagement by creating L&D programs and implementing
    core performance management and HR planning programs that sharpened organizational effectiveness.

PRINCIPAL                                                                                    11/2009-9/2010
BUSINESS SYNERGY, PALO ALTO, CA
ORGANIZATIONAL DEVELOPMENT, CHANGE MANAGEMENT & TRANSFORMATION, EXECUTIVE COACHING
 Consulting Services with firms in the High Technology, and Life Science space
 Change management and transformation
 CHANGE & ORGANIZATIONAL DEVELOPMENT CONSULTANT , MICROSOFT, Palo Alto,
 DEVELOPED & IMPLEMENTED ORGANIZATIONAL CHANGE PLANS TO INCLUDE: Readiness design and
  transition, organization alignment, stakeholder management, communication.
 MET 98% OF CHANGE AND SCALING PLANS.
                                                                                         Shirley Braun, page.2

    Worked closely with TVMP executives, implementing organizational and leadership development scaling
     programs, and providing change management expertise to key business improvement efforts. Projects
     designed to develop leaders and managers and institutionalize change capability.
    Worked with executive leaders to map critical talent, assess and strengthen pipelines.
    Designed interventions to increase organizational effectiveness. Initiatives include:
    Development of leadership capabilities and platform for the TVM organization; Musiwave and TVM
     integration; Talent assessment; 2010 Manpower budget planning; Delivering and facilitating leadership and
     management development training; and facilitating action planning and org diagnostics for TVMP.

 VP- HR/ORGANIZATIONAL & LEADERSHIP DEVELOPMENT CONSULTANT
 NOVAFORA, Palo Alto, CA
    Served as a Vice President and Strategic Business Partner to executives and senior management, providing
     guidance on the development of performance management, talent development programs, retention
     strategies and succession planning.
    Supported change management, business objectives, fostering positive employer/employee relationships and
     promoting high levels of employee morale and performance.
    Drove sustained, measurable business process improvements within HR that support business goals.

 MANAGING DIRECTOR HUMAN RESOURCES                                                                2005-2009
 LAM RESEARCH CORPORATION, Fremont, CA
$2.6 billion semiconductor company. Led HR business partnerships and strategic initiatives with CEO; CFO; and
 SVP of Operations, Engineering, Marketing, and Legal. Key member of the senior leadership team for the
 Global Product, Operation Business Units, Marketing, Finance, Legal and IR groups. Manage a team of 10 HR
 professionals; supporting 2000 employees.
  Designed and implemented new programs in all aspects of HR including: strategic planning; succession
     planning; recruiting and employee engagement; executive coaching; organizational and leadership
     development; change management; compensation; and benefits.
  During a successful HR and M&A integration, supported new subsidiary’s stable revenue growth from $50
     million to $150 million in 2.5 years, including due diligence and integration of 250 employees.
  Met a challenging existing and newly acquired talent retention goal of 90-95%.
  Improved annual internal management promotions from 40% to 75%.
  Implemented vital pay for performance programs: employee bonuses, MBO and equity for 2000 employees
     with budgets of $45 million.
  Achieved 90% implementation of recommendations emanating from an org. audit of people, processes,
     structure and culture. This strategic planning process involved all business unit leaders, identified challenges
     & opportunities and led to the development of a plan to support business growth goals.
  Achieved a 92% customer satisfaction score, improving the time to fill open job requests and the quality of
     new hires; implementing fast start within 90 days, assimilation; specific measurement plans; and on-boarding
     processes for all new management.
  Developed transition plan to support decision moving one group to new location. Initiatives included: needs
     assessment; development of alternative work arrangement programs, commuting benefits, employee events;
     the formation of an employee team responsible for ongoing feedback, and the creation of a communication
     plan which included dedicated website, employee meetings, and collateral.
  Developed a leadership competency model, implemented through interactive workshops and action
     learning, effectively achieving cross-organizational adoption of new leadership development programs.
  Tripled monthly average rate of hires during time of organizational growth.
  Achieved 95% satisfaction with newly designed performance management system and 100% resolution of all
     ER issues within three weeks to the satisfaction of involved parties.

 HUMAN RESOURCES MANAGER – HR LEADER FOR THE AND MEMBER OF EXECUTIVE STEERING GROUP,
 LEADERSHIP AND ORGANIZATIONAL DEVELOPMENT LEADER– CORPORATE OFFICE
 IKEA, Palo Alto, CA                                                        2003-2005
 Managed overall HR planning and staffing; learning and development; competency improvement; recruitment
 and succession planning; benefits and compensation; organizational development; and employee relations for
                                                                                       Shirley Braun, page.3

operations with 500 employees. Focused on supporting the profitability and growth goals of the company.
 Met all corporate hiring objectives for cost and time to hire 500 new employees in six months.
 Reduced recruiting expenses 30% by developing a new full life-cycle recruiting process.
 Improved employee retention and customer satisfaction by oversight and improvement of employee
   relations and satisfaction programs.
 Reduced leave time costs by 20% by implementing an attendance control program.
 Improved customer satisfaction from 70% to 90% by giving managers practical tools and critical
   information; developing and implementing core performance management and HR planning programs that
   sharpened organizational effectiveness.
 Enhanced employee skill and engagement by leading succession planning and mentoring programs.

HEAD OF HUMAN RESOURCES – VICE PRESIDENT LEVEL
SHILAV LTD. – Ramat, Gan, Israel                                                                 1997-2000
Leading retailer of baby products. Led the HR Department. Reported directly to the Chief Executive Officer.
Created and managed the new human resources department. An active member of the senior management team
 Created a new HR organization and programs viewed as key and instrumental for contributing to business
   growth, employee retention and customer satisfaction.
 Developed recruitment processes and the first management training program.
 Facilitated development of corporate vision and values creation with the executive team emphasizing
   strategic planning and tactical operational objectives.
 Reduced personnel turnover from 46% to 17% by focusing on succession planning, employee talent
   assessment and management development.

TRAINING AND DEVELOPMENT
THE ISRAEL MANAGEMENT CENTER, Tel –Aviv, Israel                                                1994-1995
Israel’s largest training and development organizations. A center for business managers, executives and
leadership to assemble, for the exchange of knowledge; promotion of business; elucidation of
management issues; development of management and leadership qualifications. Training and
development programs; seminars, conferences, special events, onsite and customized HR training and
development services for corporations.

MANAGING PARTNER AND PRINCIPAL
BRAUN ASSOCIATES, Palo Alto, CA                                                                1990-1994
An organizational development and human resources consulting firm. Change management,
organization diagnosis and redesign, talent assessments, and hiring programs; performance appraisal process
and management effectiveness tool, talent & Leadership development

HEAD OF OMNIBUS DEPARTMENT
GALLUP ISRAEL, Tel-Aviv, Israel                                                             1989 -1990
The Gallup Organization provides a variety of management consulting, human resources and statistical research
services.Led Omnibus operations; responsible for customer satisfaction, market research, reporting and budget.

                                  EDUCATION & PROFESSIONAL TRAINING
 PhD in Organizational Psychology, 2012
         CSPP University, San Francisco, CA
 M.A in Industrial and Social Psychology, 1990
 B.A in Psychology, 1988
         Bar-Ilan University, Ramat-Gan, Israel

 Executive HR Leadership Program, The Concourse Institute - BCG Alliance, 2008

 Certifications: 360 Executive Feedback Coaching, PDI Certification, Diversity Training, Certification.