Anthony Murrell
david.hayes@centerplate.com - Senior Dev Engineer
As a department, I believe we met a majority of our goals for 2018 and personally I achieved the “major’ goals for myself for 2018, albeit falling a bit short in some areas. This yields ongoing areas for improvement for 2019 and beyond. We were successful in completing the work associated with HCM Phase 1 and now have a product that is as user-friendly as can be expected at this point in development. We completed the “Big 3” work items and the field HR seem to have taken to it very well and are using the system at a high level of competency considering the limited training that we provided on these system enhancements. In conjunction with SXO processes, we need to reevaluate the best-practice options for Applicant/Recruitment tracking in 2019. The Greenville HR team continues to grow in their roles and 2 of 3 members have developed into full-service Generalist, although their opportunities for engagement in multiple disciplines remains somewhat limited. The 3rd member has developed nicely into her limited areas of responsibility over 2018 and will need to be pushed into more engagement in 2019. Field HR and leaders are calling on each of them individually at a level and frequency not seen since I’ve been at CP. This elevated the value-adding position of the Greenville department which is key as we continue through SXO HR integration. I was able to engage in the SXO integration, in somewhat limited capacity, in support of SVP HR, primarily working with SXO legal and forging relationships there. There is much more to do personally in this area, and plenty of opportunities for this in 2019 and beyond. I look forward to ongoing work in the areas of benefits, ER, reporting, succession planning, etc., as we continue to take a deliberate path of integration, taking decisions and change where it makes sense and adds value to operations, while also leveraging as much of the best practices of the well-developed HR function of our new owner. In further efforts to the personal goal, I would like to be able to go out and engage VPs directly on how best HR can support them – whether done under the vail of a event support, audit visit, or ER resolution visit. My involvement needs to be more balanced among the expectations placed on the WRHRD and ERHRD. I would also like to propose a schedule of 2-3 visits per year, face-to-face with both HRDs, perhaps in a cycle of meetings with District HR at their HUBs, as I believe there is real value in these type of meetings – questions/issues/dynamics present themselves much more freely than what happens remotely, over weekly calls, etc.