Danielle Burzminski

• Fostered strong relationships between employees and management through open-door policies and regular feedback sessions.
• Created succession plans, preparing the organization for future leadership needs.
• Optimized workforce planning by utilizing data-driven insights for talent acquisition efforts.
• Improved organizational culture by promoting diversity and inclusion practices.
• Led change management efforts, ensuring smooth transitions during mergers and acquisitions.
• Advised senior management on organizational development and change management initiatives.
• Facilitated team-building activities and initiatives, improving collaboration and engagement.
• Discovered and resolved complex employee issues that affected management and business decisions.

As a senior member of Crescent Point’s HR leadership team, provides leadership to Crescent Point’s Talent
Management and Talent Acquisition functions. Acted as a key integrator within the department, collaborating across
HR teams to ensure high quality execution of HR programs and initiative. Key projects/deliverables include:

• Provided regular coaching, guidance, and challenging assignments to direct reports to support their growth and development.
• Partnered with key stakeholders (HRBPs, COE’s and executive leadership team) around execution of
  annual talent programs, including goal setting, mid-year & year-end performance review processes,
  leadership & employee development, engagement surveys, and team effectiveness sessions.
• Leadership of corporate, field, and campus recruitment, with enhanced focus on candidate and leader
  experience; developed campus recruitment strategies to support hiring of top talent from new target
  universities across Canada.
• Developed a new performance and potential rating system to support CPG’s pay for performance
  philosophy.
• Developed a proposal for VP HR to bring Insights Discovery team effectiveness training in-house,
  eliminating the need for external facilitators; became accredited and personally facilitated 20 team
  sessions in the first 8 months, resulting in savings of ~$60,000.
• Developed org wide communications materials for Talent Management programs/initiatives; additionally,
  on behalf of the VP HR, developed: townhall presentations, executive updates, board and HRCC materials.
• Developed CPG’s 2022 leadership summit and facilitated a session with 65 of the company’s senior
  leaders to begin defining the company’s employee experience (EX) and employee value proposition (EVP)
  to support internal/external branding.
• Lead CPG’s “Leadership Assessment of Potential” program, in partnership with Korn Ferry, to support
  development of CPG’s Team Lead/Manager group. Worked with leaders to help interpret results and
  develop plans to support their development needs.
  

Responsible for providing strategic and tactical HR support to the technical departments at Crescent Point,
including: Engineering (Corporate & Operations), Exploration & Geosciences, Asset Integrity, Health & Safety,
Environment, Regulatory, and Land departments. Key Projects/initiatives:

• Execution of HR programs and initiatives in conjunction with HR Specialists (COE’s), including: performance
  management, compensation planning, succession planning, etc.
• In conjunction with senior technical leadership and compensation team, developed a Technical Career
  Ladder to guide development and progression paths for individual contributors in the technical space.
• Worked directly with Crecent Point’s CEO and executive team to develop a CEO award program, designed
  to recognize exceptional contributions across the organization.
• Facilitated bi-monthly coaching sessions with 15 new and emerging leaders at CPG, providing
  resources/tools, training, and feedback to help support them in their leadership journey.

As the Senior HR leader for the Kiewit Energy Canada district, worked with the leadership team to provide strategic
direction and execution of all HR programs for approximately 400 employees and 1000 craft/trades. Provided direct
leadership to four HR professionals, and indirect leadership to COE leads and HR Business Partners across Canada.
Key projects/initiatives:

• Execution of HR programs and initiatives in conjunction with HR Specialists (COE’s), including: performance
  management, compensation planning, succession planning/key talent reviews, workforce planning & budget
  process and organizational design.
• Partnered with district leadership to develop people initiatives that support the district’s growth (25%)
  and operational plans for 2020.
• Developed and led SWAT Turnover Analysis team, responsible for researching district turnover trends,
  analyzing relevant HR metrics, conducting focus groups and providing recommendations to executive
  leaderships.
• Development of employee engagement and retention strategies for high turnover areas and key talent,
  resulting in the reduction of voluntary turnover by 3% in three months.
• Development of succession plans and skill gap analysis; partnered with district controller around projected
  revenue and manpower requirements; developed workforce planning strategies and hiring plans to
  support district growth.
• Provided guidance and coaching to leaders on employee relations, performance management issues,
  integrity complaints, employee investigations, and other people related challenges.

Responsible for providing strategic and tactical HRBP support to Finance, Legal and HSE divisions (first point of
contact for 300+ employees located across North America and Europe). Partnered with leadership teams to ensure
delivery of business objectives and HR strategy. Key projects/initiatives:

• Execution of HR programs and initiatives in conjunction with HR Specialists (COE’s), including:
  performance management (goal setting, mid-year & year-end reviews), compensation planning,
  succession planning/key talent reviews, workforce planning & budget process, organizational design, and
  organization rationalization activities.
• Utilized HR metrics to provide clarity and guidance to business leaders around turnover/retention risks,
  employee engagement and development, and performance/potential; utilized business unit information,
  trend data and other HR metrics to support leaders in making sound business decisions.
• Conducted team interventions to clarify scope, job responsibilities, and resolve interpersonal conflicts
  that affect team functionality and success.
• Managed headcount planning and reduction plans for business units; developed creative solutions for
  vacancies/backfills, ensuring business units met and, in most cases, exceeded organizational cost
  reduction targets.

One-year assignment working on the Canadian Compensation & Benefits Team. Key projects/initiatives included:

• Support of reorganization/downsizing activities, including; creating severance calculations and
  termination package materials, logistics planning, HRBP/Manager support, and managing inquiries from
  employees post termination.
• Management of disability cases (short-term and long term, accommodations, and graduated return to
  work), including contact with third-party medical providers and external legal counsel to ensure
  legislative requirements (Employment Standards, Human Rights Legislation, etc.) are met.
• Support of annual compensation program’s LTI, bonus and salary increase process, including, data file
  creation, quality assurance, letter creation and delivery, and processing of HRIS files for payment.
• Development of salary recommendations for external hiring and internal moves (promotions, transfers,
  etc.), ensuring pay equity across the organization.

Responsible for providing HRBP support to Ops Services and Global Exploration divisions across North America
(200 employees). Key projects/initiatives included:

• Supported roll out of annual HR programs, including performance management, compensation planning,
  succession planning, employee engagement, etc.; met HR objectives/targets consistently and to the
  highest standard of quality.
• Managed multiple organizational rationalization cycles, including headcount reduction planning, event
  execution, and post termination communication. Provided high touch support to all affected employees
  through effective change management, ensuring timely communication, transparency and thorough
  action planning in the weeks/months following employee reductions.
• Developed and executed first “stay interviews” within the organization (conducted 60 interviews in 3-
  week span); utilized feedback to create targeted plans to ensure the retention of high performing/high
  potential employees.

As part of the Canadian Staffing & Workforce Planning team, provided full cycle recruitment support for the
following divisions: Oil Sands, Finance & Planning, Corporate IT, International (West Africa, Colombia, Yemen),
and Global Exploration.