JOHN J. ZUBIENA, SPHR 1084 Allen Road, Apt.

2D Greenville, North Carolina 27834 Home: (252) 364-8475 Cell: (847) 373-9515 PROFESSIONAL SUMMARY

jz1ae7140@westpost.net

An innovative human resources leader and business partner with an ability to ble nd strategic planning with tactical implementation in transforming organizationa l culture. Demonstrates ability to build trust and respect at all levels of the organization to form solid relationships. Strong HR generalist with significan t healthcare experience in multi-site, union and non-union environments in for p rofit and not-for-profit, faith-based organizations. Utilizing a strategic appr oach, leads organizations through cultural change in a turn-around environment t o maximize and leverage human capital. Key contributor to employee engagement v s. employee satisfaction, merger integration, change management, re-engineering and performance improvement initiatives. PROFESSIONAL EXPERIENCE PITT COUNTY MEMORIAL HOSPITAL, Greenville, North Carolina 2010 - 2011 PCMH is the flagship hospital of University Health Systems of Eastern North Caro lina consisting of eight hospitals with physician practices, home care, hospice and wellness entities. PCMH serves over 2 million lives in 29 counties. It is an 865-bed academic medical center with over 6,500 employees. Administrator of Talent Acquisition Reporting to the Vice President of Human Resources for PCMH is responsible for l eading the talent acquisition function for PCMH, the corporate office and other Greenville based entities. Onboarding is performed in the Talent Acquisition De partment, and the employee records function also reports into the department. T he department comprises 24 FTE(tm)s. Accomplishments: Collaborated with the Chief Human Resources Officer, Chief Administrative Offic er and counterparts in Employee Relations and the Center for Learning and Perfor mance to restructure the human resources function at PMCH for increased customer service. Instituted cultural change to transform the department from an administrati ve function into a more strategic function by renaming the department Talent Acq uisition vs. Employment and redeployed the Talent Acquisition Specialists by ser vice line, which provided the departments with a business partner to serve their talent acquisition needs. Collaborated with the CNO to offer a summer externship program and nurse re sidency program for new graduates resulting in an increased retention rate among new graduates. Provided leadership in recommending and automating the FTE review and appro val process allowing for a fluid process for posting positions. Member of the System Reporting Integration Task Force to develop a tool to for managers to increase accountability to better execute the business requireme nts. Provided guidance and leadership in the implementation of PeopleSoft versio n 9.1 that has had a significant positive impact on the structure, service and e ffectiveness of the Talent Acquisition Department. Led the human resources portion of the Operational Improvement Process (OIP ). All individuals affected were offered other positions within the hospital so

layoffs did not have to occur. B.E. SMITH, Lenexa, Kansas 2009 2010 An international healthcare consulting firm with Interim Leadership, Executive S earch, Global Services and Consulting Divisions. PITT COUNTY MEMORIAL HOSPITAL, Greenville, North Carolina, 2010 PCMH is the flagship hospital of University Health Systems of Eastern North Caro lina consisting of eight hospitals with physician practices, home care, hospice and wellness entities. PCMH serves over 2 million lives in 29 counties. It is an 865-bed academic medical center with over 6,500 employees. Interim Administrator for Employment Provided guidance and leadership to the department during the search for a perma nent Administrator. Hired as permanent Administrator in July of 2010. YUKON-KUSHKOKWIM HEALTH CORPORATION, 2009 - 2010 YKHC is the regional healthcare system for the southwest corner of the State of Alaska covering 75,000 miles and serving over 28,000 patients. The system consi sts of a 50-bed hospital, 5 sub-regional clients and 43 clinics serving the vill ages of the lower Yukon with over 1,400 employees. YKHC also provides dental an d optometry services to the residents of the area. Human Resources Consultant Providing strategic direction to attract an exceptional caliber of talent in a v ery challenging, rural Alaskan market to serve the residents of the lower Yukon. Managing a staff of 6.0 FTE(tm)s and assisting in the design and implementatio n of a branding program for YKHC. MACNEAL HOSPITAL, Berwyn, Illinois 2007 - 2009 A member of Vanguard Health Systems, an investor owned corporation of the Blacks tone Group, Vanguard consists of 16 hospitals in four states. MacNeal, the seco nd largest hospital in Vanguard, is licensed for 428 beds, employs a staff of 2, 512 and has a medical staff of over 400 physicians. In addition to the communit y based acute care hospital, MacNeal operates a therapeutic day school, physicia n IPA, reference laboratory, physician clinics, home health agency, and residenc y programs. MacNeal was recognized by Health Grades in 2008 for Coronary Bypass Surgery, Stroke Treatment, and Heart Failure Treatment. The organization is on the Magnet journey and hopes to submit application in 2010. Annual revenues for MacNeal Hospital are in excess of $260,000,000 for all of its entities combined . Director of Human Resources Reporting to the CEO and being a member of the Senior Administrative Team, direc ted all human resources functions including employment, employee relations, comp ensation, benefits, human resources information systems, and employee health. Fo ur direct reports with a total of 14.0 FTE(tm)s and an operating budget of salar ies, wages, benefits, supplies and equipment of approximately $17,500,000. Accomplishments: Lead the organization through a cultural change process of classifying empl oyees into high, middle or low performers and mentoring managers in its implemen tation resulting in elimination of low performers and raising the quality of the organization(tm)s talent and performance.

Introduced the cultural transformation concept of employee engagement vs. emplo yee satisfaction resulting in an 83% participation rate and an engagement index of 3.90. Implemented Gallup Selection Tool which increased the quality of candidates, in creased retention rates, and hired employees for a better fit with its culture. Consolidated pay practices, making recommendations to reduce costs and served a s an instrumental member of the team that implemented a new automated time and a ttendance collection system which resulted in consistency in application of pay practice and enhanced compliance. Provided leadership to the annual performance review process which lacked struc ture that resulted in a more systematic and standardized approach and therefore increased consistency and integrity to the processes. Implemented a market based compensation philosophy targeting hot jobs at the 75 th percentile and others at the 50th percentile which allowed MacNeal to be comp etitive in the market. Instituted a cultural assessment of the organization based on data received fro m the employee satisfaction survey and followed up with those departments below the benchmark with organization development intervention resulting in a decrease in vulnerability to unionization. Instituted Human Resources Advisory Board for purposes of being a sounding boar d to gain input to human resources policies, programs, etc. resulting in having champions for cultural change and new and revised initiatives in place that were not siloed in thinking. Introduced leadership on-boarding program and recommended and implemented leade rship fundamental training resulting in a more well- developed leadership team a nd increased employee engagement. RESURRECTION HEALTHCARE, Chicago, Illinois 2004 - 2007 The largest not-for-profit Catholic healthcare system in the Chicagoland area co nsisting of seven hospitals, an LTAC facility, senior services, and home health. The system employs over 17,000. WESTLAKE HOSPITAL, Melrose Park, Illinois A community hospital that has 282 licensed beds and a Medical Staff numbering 30 6 serving a large indigent population. Director of Human Resources Reported to a System Vice President of Human Resources and served as a member of the Senior Staff of Westlake Hospital with a matrix reporting relationship to t he site CEO. Directed all human resource functions at a site level with 5.5 FTE (tm)s as direct reports. There were 1,450 employees serviced by this department including employees from the system(tm)s Behavioral Health outpatient practice and Ambulatory Services Division with multiple site locations. Accomplishments: Re-engineered Personnel Action Notice (PAN) process which increased efficiency and accuracy and decreased customer complaints. Introduced a Studer philosophy to eliminate low performers and hardwire standar ds of behavior which brought about cultural change towards a more patient focuse d organization. Implemented recognition programs which resulted in increased retention of staff . Established written expectations for human resources staff which increased cust omer satisfaction resulting in an increased score on the Support Card Survey of 85.3 compared to 80.5 from the previous survey. Department was recipient of Oscar Award for Service Excellence from Senior Hosp ital Administration. Member of System Human Resources Leadership team which provided strategic direc tion and locally implemented corporate initiatives such as reductions in force,

implementation of PTO program, revision of policies and changes in benefits whic h brought about cultural change. PROVENA HEALTH SYSTEM, Mokena, Illinois 2003 - 2004 A private, not-for-profit, Catholic Healthcare System comprised of six hospitals , a senior services division with 16 long-term care facilities, 28 clinics, and hospice and homecare programs. The system employs over 10,500 staff. PROVENA ST. JOSEPH HOSPITAL, Elgin, Illinois A 268-bed, community hospital in the western suburbs of Chicago with a diverse a nd challenging payor mix. Director of Human Resources Reporting to the President/CEO and collaborating with the System Vice President of Human Resources, directed all human resource functions and provided services to over 1,120 employees with 5.0 direct report FTE(tm)s. Accomplishments: Decreased turnover from 21% to 7.5% year-to-date by employing retention techniq ues. Provided day-to-day operational direction for the Laboratory, Radiology, Housek eeping, Facilities, Respiratory Therapy, and Off-Site Departments during the sea rch for a new Vice President of Operations. Conducted a leadership needs assessment and coordinated and/or taught managemen t training sessions including a leadership book club which improved the leadersh ip competencies of the organization. Increased accountability through establishment of a leader report card and acco untability grids with each project/initiative. Established PEP Team (Paying Employees Properly) which gained consistent applic ation of pay practices throughout the organization. Assessed human resources department and implemented action plan which addressed areas of service concerns to its customers. Member of System Human Resources Committee to provide strategic direction and l ocally implement corporate initiatives including web based benefits enrollment, total compensation statements, performance management system, and applicant trac king systems resulting in a more service focused, effective human resources func tion. MEDICAL COLLEGE OF WISCONSIN (MCW), Milwaukee, Wisconsin 2000 - 2003 A private, not-for-profit medical school employing approximately 4,000 employees , of whom 1,100 were faculty and the remainder of the non-tenured staff were ser ved by the Human Resources Department. The college has an enrollment of 1,200 s tudents.

Director of Human Resources Senior level director position responsible for employment, employee relations, c ompensation and training functions. Accomplishments: Implemented a revised compensation program and restructured the compensation fu nction resulting in a consistent, fairly administered, and legally defensible pr ogram. Restructured the human resources function resulting in enhanced services to our customers. Fostered relations with administration of the Medical College Physicians group

which assimilated the unit into MCW(tm)s overall human resources philosophy. Successfully developed and implemented an Affirmative Action compliant centrali zed employment model which enhanced service to our customers. Oriented new management staff on HR policies, laws, and procedures which insure d compliance. AURORA HEALTH CARE, Milwaukee, Wisconsin