Human Resources/Expert Profile


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Expertise

Any type of question related to domestic and international Human Resources work. My H.R. passions include Compensation design and systems in competitive markets, Health and Safety in Industrial Environments, Performance Management, Talent Management (Hiring, Selection, Employee Development, Compensation, Creating Space, etc.), Communications, Coaching, Counseling, Leadership, and Management. Questions I cannot answer: I am sure there are questions within these categories that I may not be able to answer but my experience below would suggest those would be few.

Experience in the area

I own International Human Resources Coaching and Consulting, LLC. www.IHRCConline.com. Previously, I successfully held corporate executive and management leadership positions from 1979 to 2007 in two $9B+ multi-national corporations. Positions included: Vice President, Human Resources for the Asia Pacific Region, Eaton Corporation; I was based in Shanghai, China. Prior to that assignment, Vice President, Human Resources International and Operations, Eaton World Headquarters, Cleveland, Ohio with global responsibility for Eaton’s Human Resources practices, international assignee management, and Regional Human Resources Directors in Asia Pacific, Europe, and Central and South America. Specifically, my experience spans work at domestic and international locations at the operating plant, division, business unit, and corporate levels and most business scenarios to include startups, closedowns, restructurings, integrations, and ongoing operations. I am an Eaton Business Excellence Assessment Examiner (Malcolm Baldrige based system). I introduced processes and process mapping into the Human Resources environment. I have extensive experience with and working in domestic and international organization matrix structures. In the Asia Pacific region, my responsibilities included, leading the regions H.R. team and processes, managing the H.R. relationship with the corporation, creating and leading the professional and general manager development programs, China’s university relations program and managing the Asia Pacific key leader’s process. I have coached managers and leaders. I am a professional listener, my style open, direct, and focused on leader accountability and employee engagement. In Summary, my career responsibility included more than 60,000 employees, 60 union and union free operations, and 45 countries. I also lived in Korea for two years while in service with the USA’s armed forces.

Organizations

SCORE – Counselors to Americas Small Business; at various locations I have also belonged to Rotary, Lions, Kiwanis and the Chamber of Commerce. I have served on Boards of medical, community and institutional organizations.

Education/Credentials

Bachelor of Science in Business Administration, Youngstown State University. MBA work Youngstown State University, and University of Bridgeport. University of Tennessee, Lean Manufacturing Certified. Thunderbird School of Global Management, Management Certified.

Awards and Honors

Corporate level awards for compensation systems, communications campaigns.

Average Ratings

Recent Reviews from Users

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    K = Knowledgeability    C = Clarity of Response    P = Politeness
UserDateKCPComments
Hani04/09/121010 
James03/25/12101010Thanks.
James03/24/12101010 
Pilirani01/14/1210Thanks to take time to answer my .....
Sana01/10/12101010Thank alot Mark for your advice. I .....

Recent Answers from Mark Eichinger

2012-05-14 SHIFT DIFFERENTIAL:

Thanks for your question Jane.   I am guessing you are referring to overtime compensation, as shift differential usually refers to additional pay for working other than day time hours, in your case hours

2012-05-04 H.R Specilization:

Thanks for your question Radhika.     In all my years working for two major, global corporations, both considered the payroll function as a financial / accounting department function.  In both cases it

2012-04-13 Performance management:

Hello Hani!       Each process box on the chart I sent you would be a sub title in your paper: Importance of position description, setting of SMART objectives and the role of boss and employee, interim

2012-04-13 How to set Key Performance Indicators:

Hello Ahmed,  Thanks for your question!  There are many managers who do not take the time to put performance processes in place.  It is good for the managers and organization that you take the time to

2012-04-09 Performance management:

Hello again Hani,    You might consider "Roles of Manager and Employee in the Performance Management Process", or, any other single part of the process.  For example: "Holding Effective Performance Reviews/Appraisals"

 

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