Rocky Sasser

Current

Director at Griswold Special Care - Charleston

Past

Principal at HUMANEERING International, Inc.
Director OD at Humana
Director at Geneva Steel

Sr. Mgr. at Fluor

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Education

Vanderbilt
University of North Carolina at Greensboro
Wake Forest University

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Recommended

10 people have recommended Rocky

Connections

160 connections

Industry

Individual & Family Services

Rocky Sasser’s Summary

Transformational Human Resources, Organization Effectiveness/Development with broad experience in all aspects of people focus and engagement, to include competencies, contributions, performance/contribution assessment and management. Experience includes "companies in trouble" in service, construction and heavy industries.

Works with other visionary leaders to create impressive business results through human capital. Tools: alignment (strategy, human capital, processes, technology, measurement and culture), implementation management and coaching. Understands and works with and through business reality and organization insanity. Solves sticky problems using a light touch, persistence and a sense of humor.

Rocky Sasser’s Specialties:

Employee engagement and focus
Building human capital
Metrics and measurement
Competencies and contribution
Employee incentive compensation
Performance management
Program implementation/execution coaching

Rocky Sasser’s Experience

Director

Griswold Special Care - Charleston

(Individual & Family Services industry)

May 2009 — Present (8 months)

Provide non-medical care services (personal care, homemaking and companionship) that allow elderly and differently-abled individuals to remain in their own homes.
Principal

HUMANEERING International, Inc.

(Management Consulting industry)

March 2004 — May 2009 (5 years 3 months)

Management consulting re: aligning the efforts of an organization's human capital with the organization's goals.
Director OD

Humana

(Public Company; 10,001 or more employees; HUM; Insurance industry)

1998 — 2004 (6 years )

Human Capital Transformation: Traditional processes not keeping up with rapid change in human capital required for success. Led cross-functional team development & implementation of a transformational approach to building human capital. Aimed at executing company strategy, included identifying roles and competencies, assessing individual & group competencies & contribution, staffing, development and reward. Result: transformed leader thinking re: business requirements, assessment, competencies, contribution & development. Sales leaders attributed ~25% increase in sales in 6 months to this work.

HR Redesign: Internal clients' transactional & strategic needs not addressed. Led HR team in implementing a major re-design. With new, forward-thinking, systemic HR philosophy, revitalized HR & energized HR associates and internal customers. New processes, roles & responsibilities reduced transaction rework and cycle time, increased sr. mgt's reliance on HR as a strategic business leader.
Director

Geneva Steel

(Public Company; 1001-5000 employees; GNVHQ.PK; Mining & Metals industry)

1997 — 1998 (1 year )

Systemic Financial Turn-Around (Geneva): Seven-million-dollar company in the red wanted to stay in business. With two-person staff, guided strategy definition, then brought culture/values, processes, people and business performance measurement in line to support the new strategy. Closed two unprofitable, non-strategic lines of business. Streamlined support processes, reducing overhead 33%. Associated right-sizing process was well received by those leaving and those staying. Company had first profitable quarter in 2 years and sustained that profitability over the following two years.
Sr. Mgr.

Fluor

(Public Company; 10,001 or more employees; FLR; Construction industry)

1989 — 1997 (8 years )

Business Model Transformation: Co-led team in design thru execution of results-driven, collaborative consulting model. Developed associated training. Model transformed consulting paradigm from pair-of-hands to collaborative, expertise-based leadership coaching. Client satisfaction rose with as-promised delivery increasing from 55% to 90%.

HR Planning/Organization Design: Led proposal/sales team for design, staffing & development of organization for new manufacturing plant. Won $6.5 mil. award. Design included work culture, org structure, assessment & selection, compensation, leader development & tech training.

TQM: Start-up, multi-site, service partnership was committed to continuous improvement. Led implementation of FP&L/Motorola-type process. Typical results: 65% drop: order delays, 75% drop: on-site delivery time, & 80% drop: missed schedules. Co-led partnership-wide productivity improvement project resulting in 24% improvement valued at $12 mil. annually.

Rocky Sasser’s Education

Vanderbilt

Ed.D , Human Resources and Organization Development , May 1992 — June 1996

Dissertation: A Technology-Based Organization Development Effort: Systemwide Assessment, Intervention Design, and Evaluation

Special projects:
*surveys
*incentives
*TQM evaluation, to include benchmarking with over 25 companies and a proposed design, presented to TVA
*distance learning
*electronic information management and access
*consulting models
*developed new change management model which integrated a number of theories and practices
University of North Carolina at Greensboro

MA in Ed. , administration/supervision; curriculum and instruction , 1973 — 1978
Wake Forest University

BA , Psychology , July 1965 — May 1968