Michael F.

Gallagher
1615 E. Hardscrabble Dr. * Hillsborough, NC 27278
919-479-1844 * mg5a7faa@westpost.net

Human Resources Executive

HR Business Partner Development and Leadership * Employee Relations
Recruitment and Retention * HR Technology Leadership
HR professional with 16 years of experience in a dynamic and progressive busines
s environment. Extensive HR experience as a generalist and roles including Regi
onal Office HR support, employee relations, talent acquisition, and employment s
upport services. Demonstrated leadership through development and management of
successful, high performing HR teams. Proven ability to identify business chall
enges related to human capital management and develop innovative services and so
lutions to meet or exceed demands.

SAS Institute Inc. - Cary, NC

Director, Talent Acquisition and Employment Support Services (2008)
Assessed short and long-term recruiting needs for SAS US operations; hired and d
eveloped a team of 6 recruiters and 3 recruiting assistants dedicated to US hiri
ng initiatives. Assumed responsibility for global recruiting direction and over
sight. Modified services and offerings by Employment Support Services to better
meet changing needs; enhanced the onboarding experience and general employment
services.

* Significantly changed the recruiting model; due to the changes, internal custo
mers regarded the recruiters as business partners adding value. Levels of engag
ement for the recruiting team by hiring managers and staff nearly doubled compar
ed to previous levels. Role identification and clear expectations related to th
e recruiting process were main objectives. Overall, recruiting ran more smoothl
y, and hiring managers spent more time on what they considered valuable recruiti
ng activities. Rejection and selection reasons were more consistent, and hiring
managers were better prepared to anticipate demands on their staff related to r
ecruiting efforts.
* Reduced the number of search firms we were actively using by 50%. Analysis id
entified that some search firms had a 90+% turnover of sales employees in 3 or 5
years, and other firms had less than a 20% turnover rate. Sales management con
firmed that hires from the lower turnover search firms were also better performi
ng employees. This also made search firm management more efficient.
* Reworked and marketed the Employee Referral Program (ERP); hires through the E
RP increased by more than 100%. Employees across the Company were engaged in th
e hiring process, and managers reported better quality hires via the ERP. We ex
panded the ERP to include international employee eligibility for participation.

* Increased productivity and reduced the amount of time Employment Support Servi
ces (ESS) staff spent on relocations by approximately 75%. Implemented changes
resulted in one vendor handling 90% of the relocation process. Relocating emplo
yees had one point of contact, which was met with very favorable responses. Ove
rall costs associated with relocations did not increase, and productivity of ESS
staff was higher.
SAS Institute - Cary, NC (cont.)
Director, HR Shared Services (2006 - 2008)
Developed a HR Shared Services (HRSS) organization. This entailed combining Emp
loyment Support, HR Technology, HR Projects, Recruiting, and Training. This cro
ss-functional team was responsible for providing services to our SAS HR communit
y as well as directly to internal customers. A new emphasis on customer focus w
as key to success. I developed a structure where positive interdependencies and
collaboration between the groups enabled us to provide more services at higher
levels.

* Instituted changes to the way HRT responded to service requests; the automated
HRT SOS system was not satisfying internal customer needs. HRT staff began to
engage customers directly. Favorable feedback was received concerning ease of u
se, interactions, and perceived value of HRT staff. After this change, the incr
ease in number of requests and interactions was approximately 30 - 50%.
* Directed HRT to work with the Legal technology team to develop an on-line reco
rd keeping system similar for use for HR's purposes. After 9 months of collabor
ation with the Legal technology team, ER had an on-line system to store and acce
ss information. This resulted in readily accessible records in a secure on-line
system. Information that sometimes took days to access under the prior process
could be accessed in a matter of seconds.
* Engaged a vendor to provide background check services that were more comprehen
sive and detailed than backgrounds being performed by SAS staff. Background che
ck vendor also provided a guarantee about accuracy and completeness of informati
on. Background checks performed the vendor also provided an additional level of
indemnification.
* Made changes to the services HRSS provided based on the information we receive
d from a survey I conducted. I made sure that managers understood that this was
a tool to improve service and offerings, and I needed their feedback and the fe
edback of their staff to make effective and positive changes. Feedback 6 months
after the changes was positive. Internal customers rated the overall performan
ce of the HRSS group higher. Customers also said they were more likely to utili
ze HRSS services due to changes implemented.
Senior HR Manager, SAS Americas and World Wide Marketing (2000 - 2006)
Responsible for overall HR functions for SAS Americas and Worldwide Marketing.
I provided consulting in all major areas of HR including employment, recruiting,
policies, and program matters. My staff consisted of two HR Managers, 8 HR Gen
eralists, 2 Office Administrators and an Employee Relations Specialist.
* Made proposals that affected the Company's business through HR intervention, a
nd worked with division leaders to achieve strategic goals and objectives.
* Reviewed and gave feedback for products and systems for performance management
, succession planning, recruiting, and other areas.
* Made final decisions related to corrective action issues with input from Legal
, Employee Relations, HR Generalists and Managers.

SAS Institute - Cary, NC (cont.)

HR Manager, SAS North America Sales and Regional Offices (1996 - 2000)
Managed the generalist HR group (Bus4) responsible for serving SAS North America
Sales (SNA) and Regional Offices. There were 6 HR Representatives and 2 Office
Administrators in Bus4. Bus4 provided HR-related services to all of the Compan
y's regional office employees and managers; there were 38 regional offices with
approximately 800 employees.
* Managed and gave direction for a variety of HR responsibilities and functions
including staffing, corrective action, reorganizations, immigration issues, and
daily HR-related situation that arose. During my time in this role, I had the o
pportunity to become familiar with and understand the goals, issues, and opportu
nities that were an integral part of SNA's and the regional offices' business.
The Education personnel my group supported were also critical for the success of
the "team attitude" in the regional offices.
* Directly influenced the cohesive environment in the Regional Offices, SNA, and
Education. In this role, I gained a solid understanding of SAS' business and h
ow HR could partner to promote efforts to achieve the Company's business goals a
nd objectives.
* I was certified to train "Trust & Teamwork" in January of 1999. I co-trained
more than 15 sessions in Cary and around the country at SAS regional offices.

Regional Office Liaison (1995 -1996)

This was a newly developed HR position to address regional offices issues and ne
eds. I worked with employees and managers in all of the US regional offices. R
esponsibilities included, but were not limited to, staffing, employee relations,
incentive programs for regional employees, compensation, etc. This opportunity
really gave me a feel for what life in a regional office is really like. I gai
ned an appreciation for the value of incorporating the regions into all parts of
the Institute's operations that were traditionally considered from a headquarte
rs' perspective. I was able to influence decisions that may not have been made
with consideration for the regions.
Assistant Personnel Representative/Associate Personnel Representative (1993 - 1
995)
As part of the Employee Relations group, I performed disparate impact analysis o
n a monthly basis for employees by title. Handled a variety of employee relation
s situations ranging from mild to serious. Responsible for relocating all new-hi
res and internal transfers. Assisted in the review of the Institute's national c
ontracts with United Van Lines and Mayflower. Responsible for implementation an
d coordination of the Employee Incentive Program. Presented the Employee Relati
ons' part of New Employee Orientation. Reviewed and processed Personnel Action
Requests for a variety of actions ranging from promotions to reorganizations.
Other responsibilities included job description formulation, review, and entry i
n the HRIS system. Ensured that the SAS complied with regulations pertaining to
AAP/EEO posting and notification.

Education
B.S. in Psychology * Guilford College * Greensboro, NC
Leadership Development Program * Center for Creative Leadership * Greensboro, NC
* April, 2005
National SHRM Member