Kate Wildrick’s professional resume.

1.
Kate Wildrick, SPHR
2717 SE 26TH Ave., #2, Portland, Oregon 97202
503.866.7081 katewildrick@yahoo.com
ORGANIZATION DEVELOPER / STRATEGIC WORKFORCE PLANNING &
COMPETENCY EXPERT
PROFESSIONAL PROFILE
Human Capital Development Specialist focused on aligning HR and strategic initiatives
for the entire organization.
Expertise in organizational and long‐range (strategic) planning; workforce planning;
succession planning; talent management; goal setting; problem solving; organizational
climate diagnosis; team building; group dynamics; managing organizational change;
program/project planning; risk management; performance measures & metrics; issue
and change management.
Experienced in the design, development and integration of performance and
accountability systems including balanced scorecards.
I seek to deliver optimal results in organizations through initiatives that yield
measurable outcomes utilizing:
− organizational excellence − retention strategies
− effective program designs − increased instructional performance
− responsive program delivery methods − program compliance
− reduced program costs − organizational sustainability
AREAS OF EXPERTISE
• Change Management • Program Design • Performance
• Strategic Planning and Management Management
Leadership • Competency Mapping • Team Facilitation
• Organizational Design • Budget Plan Development • Continuous
and Development • Negotiation, Persuasion, Improvement
• Productivity and and Communication • Developing
Efficiency Improvement • Training and Leadership Operational
• Project Planning and Development Processes/Standards
Execution • Problem Solving • Resource Allocation
• Customer Satisfaction • Decision Making and Analysis
• Cross‐Functional Team • Deployment of • Cultural Change
Leadership Operational Assets Agent
• Process Redesign
503.866.7081 Kate Wildrick, SPHR katewildrick@yahoo.com

2. PROFESSINAL EXPERIENCE
2010 – Current. Strategic Workforce Planning & Industry Competency Analysis.
Northwest Food Processors Association (NWFPA), Portland, OR
Designing a targeted approach to address HR needs of 450 members of the association
that span Washington, Idaho and Oregon. Working with the Marketing and HR
Workforce Advisor staff, the goal is to equip HR with the right tools, knowledge and
competencies to shift into the new economy using the strategic workforce planning
process and competency analysis tools. Goals of this project include: examining
NWFPA’s strategic initiatives and how they align to and support the challenges that HR
is experiencing; developing a plan to address how NWFPA can better support HR; and
effectively implementing and measuring the plan to meet the needs of HR.
2010 – Current. Workforce Planning. Clackamas County, OR
Launching an Emerging Career Networking Group that is designed to provide support for
current employees of the county seeking to advance their careers within the county
agencies. The goal of this group is to establish an informal networking group to connect
employees to others in the county and also provide information back to the strategic
workforce planning coordinator for the county, along with other supporting HR
functions (such as diversity, recruiting, onboarding, career development, etc.) to better
serve and meet the needs of employees and the strategic goals of the organization.
2009 – Current. Team Building. Providence Hospital (St. Vincent), Portland, OR
Conducting team building sessions for an IV Therapy Team that is comprised of 27
nurses and supporting management and HR team. Sessions are focused on building
team values and expectations to reduce conflict and continue to provide excellent
patient care. The consulting team consists of a Diversity Expert, to navigate cultural
challenges the team is experiencing, and Workforce Planning Expert, to align the team’s
function to the strategic goals of the hospital and organization.
2008 – Current. Strategic Workforce Planning – Program Development. Internal
Project
Matured strategic workforce planning program, to include methodology, tools,
templates, and best practices. Methodology addressed strategic alignment,
organizational assessment, development of goals and objectives, competency pyramids,
career lattices, succession planning, and leadership and governance.
Lead for an informal strategic workforce planning focus group of HR leaders tackling key
workforce issues to consult on challenges and share ideas to assist other HR
practitioners on how to address workforce planning. The result has initiated the design
of an e‐learning Strategic Workforce Planning University that will focus on equipping HR
practitioners with the right competencies, tools and support to be successful in
workforce planning endeavors. The first two academies in the School of Talent
Development have been completed; “The Workforce Competency Analysis and
Development Academy,” and “The Talent Management Academy.” Both academies are
in the process of being scheduled for pilot reviews in the states of Washington, Oregon
and Utah by industry consortiums that include:
503.866.7081 Kate Wildrick, SPHR katewildrick@yahoo.com

3.
− Manufacturing − Power Generation
− Health Care − Workforce Training
− Food Processing − Trucking and Warehousing
− Agriculture − Welding
− Industrial Maintenance − Construction
− BioFuels − Mining
Collaborated with industry partners and Chemeketa Center for Business and Industry
(CCBI) to expand training focus to a wider representation of products, process, and
services for regional talent development.
2009. Introduction to Strategic Workforce Planning. Housing Authority of Portland,
and Clackamas County, OR.
Developed and conducted and introduction to strategic workforce planning session the
main components of workforce plan. This program was designed to provide insight into
how HR needs to change and develop a roadmap to orchestrate change within the
organization to meet business needs of today and tomorrow.
2008. Strategic Workforce Plan. Office of Personnel Management State of Delaware,
Wilmington, DE
Developed a strategic workforce plan for State of Delaware and the 20 supporting state
agencies. The plan included custom design of over 30 different tools that included, but
were not limited to plan templates, instruction guides, metrics and analytic tools,
competencies and best practices.
Presented program at 2008 Mid‐Atlantic Strategic Workforce Planning Conference in
October 2008 in Wilmington, Delaware. Attendees included all 20 state agencies for the
state of Delaware.
Facilitated the integration of the strategic workforce plan throughout the entire State by
working closely with stakeholders.
2008. Strategic Workforce Plan. Bureau of Environmental Services, City of Portland,
Portland, OR.
Developed strategic workforce plan with the goal of attracting and retaining top talent
in an increasingly challenging labor market. Laid out framework for strategic workforce
planning, to include all components of the workforce management life cycle: recruiting,
hiring, training, retention, and separation. Addressed the changing paradigm, to include
the changing role of the human resource department and associated competencies.
Addressed needed infrastructure changes. Introduced client to cutting‐edge strategies
for talent management including the development of leadership competencies that are
critical for success.
503.866.7081 Kate Wildrick, SPHR katewildrick@yahoo.com

4. 2008. Workforce Presentation. The World Bank, Washington, D.C.
Presented Managing the Generational Mix: Best Practices to Managing Talent of All
Ages in a Global Environment. Presented and successfully led a panel discussion on the
generational impact on the organization’s ability to meet the needs of their clients. This
milestone event initiated the design and development of a new program in the HR
Diversity Program to understand how generational issues are impacting The World Bank
Group.
2008. Strategic Plan. Oregon Paleo Lands Institute (OPLI), Fossil, OR.
Developed business and strategic plans for the Oregon Paleo Lands Institute, whose
purpose is to develop the John Day Fossil Basin economically and expand its educational
outreach. Stakeholders include 9 gateway communities, federal and state agencies
(Bureau of Land Management, National Park Service, U.S. Fish & Wildlife), 4 counties,
higher education, and regional business and not‐for‐profit leaders.
2004 – 2007. Strategic Workforce Planning. Ventura Foods, LLC, Portland, OR.
Developed and implemented a strategic plan to re‐brand organization as an employer of
choice to attract and retain talent. Coordinated efforts with other thought leaders in
the food industry to effectively collaborate and develop a targeted marketing effort to
address the industry image to attract qualified candidates especially in younger and
multi‐cultural populations. Results included establishing the organization as an
employer of choice, reduction in mis‐hires, higher success rate of new hires, and
increase in bids for union positions for advancement opportunities.
PUBLISHED WORKS
• Article: The Gen‐Factor: Creating a Winning Strategy for Recruiting IPMA‐HR News,
October 2009
• Article: Managing Generation “Why?” A Guide to Helping New Hires Succeed
Association for Financial Professionals, June 2009
• Article: Addressing Generational Issues in the Workplace, IPMA‐HR News, September
2007.
• Article: Strategic Importance of Workforce Planning, IPMA‐HR News, August 2007.
• Article: Intergenerational Miscommunication in the Workplace, Monster.com, May
2006.
• Article: Managers Can Mend Intergenerational Miscommunication, Monster.com,
May 2006.
• Podcast: Exclusive Interview with Kate Wildrick,, Monster.com, May 2006.
• White Paper: The Secrets of Recruiting and Retaining Generations X and Y. 2006.
503.866.7081 Kate Wildrick, SPHR katewildrick@yahoo.com

5.
PRESENTATIONS MADE
• Retaining Top Talent Through Talent Cultivation, Succession Planning Summit,
American Strategic Management Institute, Washington, DC, June 2010
• Designing Safety for the Generations, Willamette Valley Safety Fest, Salem, OR, April,
2010
• Managing the Generational Mix in a Healthcare Environment. Providence Hospital,
Portland, OR, November 2009
• Introduction to Advanced Workforce Planning. Clark College, Vancouver, WA,
October 2009
• The Generational Impact of Workforce Planning. Northwest Human Resource
Management (NHRMA) Annual Conference, Portland, OR, October 2009
• Introduction to Generations in the Workplace. Youth Employment Summer Program.
• Clark College, Vancouver, WA, September 2009. Stimulus money worked to help
low‐ income and at‐youth risk prepare for the workforce through this multi‐week
preparation course. This session was reported by the students to be the second
most favored next to resume writing.
• The 21st Century Student. Pendleton School District Winter Workshop Series.
Pendleton, OR, March 2009
• Managing the Generational Mix. Cascades West OCG, Albany, OR, February 2009
• Effectively Managing the Baby Boomers, Generation X and Y. Northwest Urological
Society Annual Conference. Portland, OR, December 2008
• Managing the Generational Mix. Lincoln County Management Team Training
Session. Newport, OR. December 2008
• Attracting and Retaining Talent of All Ages. Clark College, Vancouver, WA,
November 2008
• Managing the Generational Mix. Clark College, Vancouver, WA, October 2008
• The Secrets of Recruiting and Retaining Generations X and Y. Northwest Human
Resource Management (NHRMA) Annual Conference, Kennewick, WA, September
2008
• Connecting With Generation “Why:” Equipping GenNext with the Tools to Succeed in
the Real World. Oregon Department of Education’s Annual Educator and
Administrator Convention Summer Institute Program, OR, August 2008.
• Managing the Generational Mix: Best Practices to Managing Talent of All Ages in a
Global Environment. Presented and successfully led a panel discussion on the
generational impact on the organization’s ability to meet the needs of their clients.
This milestone event initiated the design and development of a new program in the
HR Diversity Program to understand how generational issues are impacting The
World Bank Group.
• Identifying Future Vacancies. Succession Planning Masters Conference, American
Strategic Management Institute, Washington, DC, March 2008
503.866.7081 Kate Wildrick, SPHR katewildrick@yahoo.com

6. • The Secrets to Attracting and Retaining Talent of All Ages. Clark College, Vancouver,
WA, February 2008
• Managing the Generational Mix. Clark College, Vancouver, WA, February 2008
• Workforce Planning Masters: Advanced Workforce Planning, Workforce Planning
Development, Workforce Analysis, Workforce Planning Tools & Best Practices. State
of Delaware, Service Creek, OR, January 2008.
• Loyalty for Three; The Secrets of Recruiting and Retaining Generations X & Y. Kaiser
Permanente’s Annual Diversity Conference, San Francisco, CA, December 2007
• How to Attract Talent to Rural Utah, Utah Challenge Conference: Advancing the
Workforce, Price, UT, December 2007
• The Secrets of Recruiting and Retaining Generations X and Y. Society of Human
Resource Management (SHRM) Annual Diversity Conference, Philadelphia, PA,
October 2007
• Succession Planning Essentials. Succession Planning Masters Conference, American
Strategic Management Institute, Washington, DC, October 2007
• Application Session: Strategic Tools for Succession Planning. Succession Planning
Masters Conference, American Strategic Management Institute, Washington, DC,
May 2007
• Understanding How Generations X and Y will Affect Your Succession Plan. Succession
Planning Masters Conference, American Strategic Management Institute,
Washington, DC, May 2007
• Using Turnover and Vacancy Metrics to Predict Future Trends, HR Metrics, Metrics
and Analytics Summit, American Strategic Management Institute, Orlando, FL,
March 2007
• Managing the Generational Mix: Understanding HR’s Role, Lake Washington SHRM
Chapter, Seattle, WA, March 2007
• Application Session: Strategic Tools for Succession Planning. Succession Planning
Masters Conference, American Strategic Management Institute, Washington, DC,
November 2006
• The Secrets of Recruiting and Retaining Generations X and Y. Downtown Employer
Council, Portland OR, November 2006
• The Butterfly Effect: Understanding Employer and Employee Trends in the Changing
Workplace, Utah State University, Logan, UT, June 2005
• The Road to Success: Understanding the Relationship Between Workplace Trends and
Personal Goals, Portland Community College, Portland OR, March 2005
________________________OTHER ACCOMPLISHEMENTS_______________________
• Presented on generational issues at the Society of Human Resource Management’s
(SHRM) Annual Diversity 2007 Conference. SHRM is the largest and most respected
503.866.7081 Kate Wildrick, SPHR katewildrick@yahoo.com

7. entity for HR professionals. Conference speakers are acknowledged as the most
advanced HR practitioners in the industry.
• Received outstanding speaker results from participant evaluations from the Society
of Human Resource Management (SHRM) annual Diversity Conference.
• Presented on generational issues at Kaiser Permanente’s Annual Diversity 2007
Conference.
• Presented at the World Bank Group groundbreaking event on generational issues in
the workplace. Led a milestone event for their Diversity and Inclusion program that
included presentation and panel discussion.
• Nominated for SHRM’s 2008 Michael R. Losey Award for HR Research.
• Successfully developed and presented “Workforce Planning Conference and
Symposium.” This program is the first of its kind that incorporates project
management and HR management tools to develop, implement and maintain a fully
comprehensive workforce plan.
• Selected to present at Northwest Human Resource Management Association
(NHRMA) 2008 and 2009 annual conference on generational issues.
___________________________EDUCATION/TRAINING__________________________
Senior Professional Human Resources (SPHR), Human Resource Credidation Institute
(2006)
B.A. English, Portland State University, Portland, OR (2000).
________________________PROFESSIONAL AFFILIAITIONS_______________________
Clark Community College. Continuing Education Speaker, Teacher and Facilitator.
American Strategic Management Institute, Teacher and Facilitator.
Oregon Workforce Alliance Board Member. Serve on an exclusive 27 member board
representing 24 counties across the State of Oregon concerning workforce initiatives.
Northwest Washington Human Resource Management Association (NHRMA).
Member
Society of Human Resource Management (SHRM). Member
Portland Human Resource Management Association (PHRMA). Member
Southwest Washington Human Resource Management Association (SWHRMA).
Member
Chemeketa Center for Business and Industry (CCBI), Collaborated to launch strategic
workforce planning and competency academies. February ‐ Current
503.866.7081 Kate Wildrick, SPHR katewildrick@yahoo.com