Karyn Adams

Oversight of all talent programs including design and tech configuration for workforce planning, performance management, potential, succession, career mobility, early talent and recruitment (circa ~16k employees in Can & US)

• Re-designed E2E performance management program and implemented refreshed performance management, potential and succession programs in 2022Well versed in current best practices (theory, design and technology) in talent programs
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• M&A Talent integration lead (acquisition of ~ 3500 Syncrude employees)

• Leading leaders & two departments (28 personnel) with oversight of internal / external recruitment, domestic/international relocations, immigration and system config for an enterprise-wide HRIS implementation
• In my first 12 months, used data analytics to redesign Recruitment Ops into ‘Delivery Pods’ to better align capabilities & experience with business unit needs/volumes
• Led the design and technology configuration of all recruitment, risk and privacy modules in new HRIS system
• Demonstrated deep understanding of operational excellence by reorganizing Mobility vendor workflows resulting in a 38% reduction of complaints within 6 months in role.

• Reporting to the Policy, Benefits & Systems VP, accountable for oversight of large-scale change efforts in support of the refreshed global people strategy resulting in a revised HR Op model, HRIS implementation & Employee Value Proposition Refresh
• Led the Canada team with oversight of process mapping and configuration needs, user acceptance testing, global service rehearsal design / execution and revised HR role profile accountabilities
• Managed the change of the Employee Value Proposition review, directly supporting the CEO (sponsor); employee satisfaction increased by 6% (on annual survey) as a result.

• Reporting to the Chief People Officer (indirectly to EVP, Global Ops), accountable for the migration (capability building, process mapping/simplification & risk mitigation) of local Canada HR processes to offshore
• Managed dept of 17 including the downsizing of 12 personnel & hiring/standup of offshore teams
• Recognized globally for succinct project execution (completed 2 months early); asked to chair the global team to replicate/share best practices of Canada experience with other countries.

• Reporting to the Chief People Officer, accountable for the HR agenda at the second most profitable Refining & Chemical asset in the Royal Dutch Shell portfolio
• Led the North American Talent Forum across 7 Manufacturing sites to build North American pipeline talent; Developed & implemented a Career navigator to facilitate growth & movement of high potentials
• Global OE Team member accountable to design & facilitate “Powering the DS Engine” Senior Leader Experience for North American assets (11 in total) – aimed at building stronger people leader capability and revamping leadership development course content to align with revised talent/leadership framework
• Developed a 5-year site People Strategy; led sites through a complex rightsizing/change initiative in the wake of growth project cancellation driving ~2.5Mln in efficiencies
• Collective bargaining HR lead – ratified an ambitious CBA with significant cost savings (10Mln).