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Ideally, district HR team jobs at Home Depot will be these kinds of jobs. DHRMs and their managers should have greater opportunities to distinguish themselves and develop leadership skills. "You’ll make more decisions in a day than you’ll make in a week elsewhere," says Tim Hourigan, vice president of performance management. "If you don’t like being involved with the business and being counted on to make tough decisions, this is not the place for you." Vaccine Trial Storage and Distribution Storage and distribution of clinical vaccine trials and treatments requires a single-source provider whose agility and tailored solutions set the highest quality standards.
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To verify your email address and activate your job alert. Some HRMs were working as many as 55 hours each week. "They wanted us to find out what people think, but you can’t get people to talk unless they trust you, and they won’t trust you with harassment and discrimination complaints, for example, unless they know you," Czarniecki says.
Buskey oversees HR in Home Depot’s 1,964 U.S. stores.Raines likes Buskey’s assertiveness. "He’s an invite-yourself-to-the-party kind of executive," Raines says. "The key to success in HR is you’ve got to get in the foxhole with the other people. That’s what it takes."
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"All of us are out there. Never go 48 hours without being on the floor of a store." No doubt, HR professionals at the company would not be prime movers in shaping their destiny and the future direction of Home Depot had it not been for Nardelli, now CEO at Chrysler. Their ascension began in 2001 when the board put outsider Nardelli in command. It cost $39.7 million in annual salary to snare him from General Electric after he fell short in the competition to replace GE’s outgoing CEO Jack Welch. Authorities said a scary situation at a Home Depot in Baytown was "resolved peacefully" after police swarmed the building Wednesday night. "If I felt there was a risk that managers would cut corners, I wouldn’t have proposed the change," Crow insists.
Donovan re-engineered HR operations, installed an extensive array of metrics and moved quickly to create a full-time, exempt HR presence in each store. "You don’t want 1,300 store managers hiring and firing on their own," Duren says. Ideally, candidates for the position would have at least three years of experience in HR and experience in a retailing area similar to Home Depot’s. Lawler says moving the HRMs out should not affect HR’s strategy role, explaining "There are no strategy issues in the stores—administrative, business and compliance issues are front and center." Nardelli recruited Dennis Donovan from General Electric to be executive vice president for HR. Donovan came aboard with a compensation package unparalleled for HR executives—and influence to match.
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Constantly on the move, she uses her car as an office. “I have three HR partners who help me out with reviews, performance management, coaching and leadership skills,” she says. Based on his experience as an HRM in Phoenix, Marron, who also was a longtime manager at CVS, is wary because the reorganization appears to place more HR responsibilities on store managers.
Many HRMs had difficulty adjusting to Home Depot’s rough-and-tumble environment. "This is the toughest retail you’ll see; the jobs are not easy, and the people work hard. We’re not moving pillows and sheets; these are warehouses—drafty and cold." According to Duren, "Blake is reaffirming our focus on our core values. It’s been a welcome message. The culture has shifted back to realizing we are a retail company that needs to focus on customers." Home Depot’s board tapped Vice Chairman Blake to succeed Nardelli. A lawyer, former diplomat and assistant U.S. secretary of energy, Blake also had come from General Electric and had no prior retail experience.
"You get to know the players by being there—that means you have to be there sometimes until closing, at nights when there are evening crews and on weekends." Crow sits on Blake’s six-person Executive Leadership Team, meets alone with Blake daily and travels with him on store visits. He staffs the board of director’s Leadership Development & Compensation Committee. Early on, it became clear that Blake was cut from a different cloth than Nardelli. "We’re back to our old-school approach preached by co-founder Bernie Marcus," says Raines, interviewed before leaving Home Depot.
Nardelli could see, however, that there were potential problems and liabilities that could be addressed only by developing better systems and controls. With his exposure to HR at General Electric—where human capital is a top priority—Nardelli knew Home Depot’s laissez-faire approach was not sustainable in the long run. Gain the intel you need now to successfully anticipate and navigate employment laws, stay compliant and mitigate legal risks. The specific accommodation requested to complete the employment application.
Nardelli’s right-hand man, he ushered HR into the C-suite, giving it an active voice in strategic management. The remaining HR transactional activities—like putting people on and off the payroll and transferring them between departments—have been insourced to a 220-person HR phone-access services center in Atlanta staffed by customer service representatives. In consultation with his senior HR team, Crow weighed his options, crafted the reorganization proposal, and presented it to Blake and the executive leadership team.
"Unless they’ve made an improvement in the quality of the management since I left in 2004, I’d be concerned," he says. "The managers in the stores were so poorly trained, had so little understanding about dealing with people, it was scary." Lacking retail experience himself, Donovan assembled a core of senior HR executives with strong backgrounds in retailing, establishing credentials that the company now seeks in all HR appointments.
With the housing market in the doldrums and the economy teetering on recession, the world-leading hardware and home improvement retailer had to make tough decisions. Ten percent of the 5,000 staffers at headquarters in Atlanta had already been let go. Storage and Distribution Global GMP Depot Network Our expansive network supports the regional requirements of worldwide clinical trials.
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