Robert A. Brown, Jr.

112 Beresford Road

Tyrone, GA. 30290
Telephone: 770-631-
2933 (H)
404-7867819 (C)
Email: rbe72
eaa@westpost.net
OBJECTIVE
I am seeking a senior human resource management position. An HR role that util
izes my professional experience and expertise in employee development systems th
at contributes to making the organization a world-class company through people p
rocesses, strategies and systems.

QUALIFICATIONS
Pragmatic, well-organized, results oriented leader offering progressive human re
source achievement and a reputation for influencing positive employee behaviors.
Specific experience encompasses:
Human Resources Generalist
Employee Relations (Union and Non-union)
Negotiations and Contract Administration,
Union avoidance strategies/practices
Safety, Health & Workers Compensation
Recruiting & Staffing
Sales, Customer Service and Marketing Support
Salary, Benefits and Incentive Administration
Leadership & Talent Development
M&A project management for best HR practices

EXPERIENCE
GEORGIA-PACIFIC, LLC BUILDING PRODUCTS DIVISION, Atlanta, GA 30303
Sr. Human Resources Manager Corporate/Division 2006- Present
HR leader for Structural Panels group (9 OSB; 4 SWP and 3 Engineered Lumber plan
ts) including division environmental, safety and sales support
Consulted with business leadership on labor relations (union locations) and empl
oyee relation risk assessment (non-union locations) including RIF and curtailmen
ts, closures, effects bargaining and WARN notifications
Led or supported Contract negotiations, CBA administration and arbitrations thro
ugh location HR staff and Corporate LR
Investigated compliance complaints and misconduct issues impacting the performan
ce of employees and managers to mitigate risk and reinforce the MBM business phi
losophy and culture.
Co-developed with corporate labor relations and implemented Employee Free Choice
Act (EFCA) union avoidance strategy and communication to non-union manufacturin
g locations.
Successful acquisition of Grant Forest Products OSB manufacturing locations in t
he US and Canada as HR project manager leading the due diligence and transition
teams.
Implemented performance management system (including 360 feedback) at all manufa
cturing facilities for salaried and hourly employees including the administratio
n of performance pay incentive system.
Worked with plant management teams and location HR to develop site ABC analysis
including Roles, Responsibilities and Expectations (RRE)
Worked closely with division Safety and Environmental executives in the re-organ
ization and talent improvement.

GANNETT COMPANY, INC.GANNETT WISCONSIN NEWSPAPERS, Appleton, WI 54911

Director Human Resources 2004 to 2006
Top HR leader for multi-site newspaper and non-daily publishing group in Northea
st Wisconsin, reporting to the president/ publisher of the Gannett Wisconsin Gro
up and served on the executive operating committee
Successfully negotiated a new CWA contract at The Post Crescent Newspaper
Restructured two production facilities and closed one facility due to rationaliz
ation of Bay Publications acquisition
Developed Career Development teams to focus on various task issues of the busine
ss
Realigned HR team to meet the future needs of the group organization by partneri
ng and providing sound business solutions
Developed and implemented formal training and organizational development initiat
ives for supervisors and managers
Implemented succession planning for top three levels of the organization
Developed and implemented group offered benefit and compensation policies and pr
ograms

SCA NORTH AMERICA, TISSUE DIVISION (Acquired GEORGIA-PACIFIC Tissue; previously

owned by Wisconsin Tissue), Neenah, WI 54957
1999-2004
Vice President Human Resources and Organization Development,
Director of Human Resources, Georgia-Pacific Tissue (Set-Aside),
Human Resources Manager, Georgia-Pac
ific Tissue Manufacturing,
Top HR leader for a large multi-site AFH Tissue Division of SCA North America, r
eporting directly to the division president/CEO and served on the executive lead
ership team.
Led the HR transition from Georgia-Pacific Corporation to SCA NA by building an
HR infrastructure to support the new business in North America by providing worl
d class shared services to the organization
International experience with HR relationship and dotted line reporting responsi
bility to corporate headquarters in Stockholm, Sweden and Munich, Germany.
Successfully negotiated with outside counsel four Collective Bargaining Agreemen
ts including preventing the union from pattern bargaining and stopping two non-u
nion converting mills from being organized by promoting a positive union-free en
vironment
Led development and implementation of HR high performance work system, pay syste
m and staffing and hiring process for the start-up of a large green field paper
and converting mill in the Southeast
HR team leader on acquisitions, due diligence, pre-close, post-close, integrati
on and rationalization
Provided HR support to sales and marketing including recruiting, staffing, sales
assessment administration, incentive planning, sales training, etc.
Designed and implemented performance management system linking individual and or
ganization performance to annual salary reviews and incentive compensation syste
ms
Developed and implemented SCA NA Employee Relations Policy for union and non-uni
on facilities
Reduced staffing intensity through work redesign, position elimination, automati
on and productivity improvements
Strong professional experience as a team builder and problem solver with managem
ent teams and employees.
WISCONSIN TISSUE Menasha, WI 54952 (Acquired by GEORGIA-PACIFIC in 1999)
Manager, Human Resources and Organization Development
1998-1999
Led HROD support services for all tissue converting operations impacting 1000+
employees
Partnered with manufacturing VP, General Managers and line management to align H
R and operational practices, procedures and policies to ensure consistency with
the organizations mission, vision, values and behaviors
Labor relations administration through reduced staffing, work redesign, position
eliminations, automation and productivity improvements
Developed with management, Key Performance Indicators (KPIs) and a process to im
plement productivity target measurements (MPPs) on primary machines
Member of WT Organization Effectiveness Team in the development and successful i
mplementation of a performance management system; leadership assessment process;
development of cross-functional integrated team process; development and implem
entation of standardized HR policies throughout corporation, etc.
Continually worked with multi-site locations on the development of strategies to
maintain a positive work and labor environment
In collaboration with senior management, set operating strategies and supported
the development and achievement of short- term and long-term objectives to meet
business goals
Developed and implemented a technical training program in support of a competen
cy based operator skills training system
Provided staffing, wage/salary and benefits administrative services to the organ
ization
CHAMPION INTERNATIONAL CORPORATION, Canton, NC 28717
Manager, Education and Organization Development, HROD Department
1991-1998
Provided leadership and direction of organizational development and related HR a
ctivities for 1500 employees
Consultant to key organizational leaders (union and management) to design, plan,
and implement change strategies, structures, systems, competencies and culture
to help provide sustainable competitive advantage for the pulp and paper mill
Developed and implemented a joint union-management interest based problem solvin
g process and a workplace mediation program
Assisted senior management in the development of Key Performance Indicators (KPI
s) for the mill and each operating department
Consultant to the Maintenance and Engineering Department for a new flexible main
tenance organization agreement to the contract
Led management to adopt competency based training system, trained material devel
opers, managed development process and oversaw the implementation of the process
for skills training
BECKETT PAPERS, an International Paper Company, Hamilton, OH
Manager, Safety, Training & Security, HR Department
1988-1991
Directed, planned, developed, and implemented employee relations, safety, occupa
tional health, training, and security programs for the paper manufacturing mill,
converting, and distribution warehouses for 550 employees
Managed finances of the self-insured Workers Compensation Program
Ensured regulatory and environmental compliance
Participated in labor relation activities in a union environment
Developed progressive employee involvement program
EMERY AIR FREIGHT CORPORATION, Dayton, OH
Manager, Employee Relations, HR Department
1981-1988
Directed the overall non-union employee relations and safety of over 1600 employ
ees
Planned, developed, implemented, and evaluated training and development programs
, safety and health, workers compensation, and governmental regulatory complianc
e programs
Served as human resources generalist in recruiting, staffing, affirmative action
, and employee relation programs to maximize employee participation and involvem
ent
U.S. MARINE CORPS
Honorable discharge

EDUCATION
UNIVERSITY OF WEST FLORIDA, Pensacola, FL
Bachelor of Science
PENSACOLA JR. COLLEGE, Pensacola, FL
Associate of Science
PROFESSIONAL ASSOCIATIONS AND DEVELOPMENT
Society for Human Resource Management (SHRM); American Society for Safety Engine
ers; American Society for Training and Development
REFERENCES
References on request