Eric Mochnacz, SHRM-SCP

Director of Operations

Seton Hall University, BS, Communication
Monmouth University, MSEd, Counseling
Society of Human Resources Management – Senior Certified Professional (SHRM-SCP)

After fifteen years of bringing change to student affairs programs on college campuses up and down the east coast, Eric made the decision to strategically pivot into Human Resources and found his home at Red Clover. With his experience in managing the HR function of a $2 million revenue-generating housing department and implementing long-term, sustainable technological change to recruitment, hiring and training processes, Eric is ready to guide clients through the often challenging, but rewarding, change process.

During his time at Monmouth and Seton Hall Universities, Eric directly managed teams of four to nineteen staff,directly contributing to their professional development and providing feedback through regular performance development conversations. His ability to work with teams of all sizes and at different levels of experience has equipped him for the people-facing services Red Clover offers. In his career, Eric has coordinated and executed over 100 events and is driven to apply his programming experience to fun but productive employee engagement and retention initiatives.

Eric is passionate about working with small business owners in helping them actualize needed change. From creating employee handbooks to guiding small businesses as their interim HR Manager, Eric is ready to roll up his sleeves and help organizations establish long-term, effective HR solutions.

Eric received his SHRM-SCP designation in July of 2019 and had Red Clover certified as a SHRM PDC provider later that year.

When he isn’t consulting, Eric can be found crushing PRs on his Peloton, writing a horror novel and trying his hand at donut-making.

Selected Project Roles
Interim HR Management:
Interim HR Manager for a 60 headcount commercial roofing contractor. Served as member of the senior leadership team in company growth initiatives, policy development and employee learning and development programs. Revised performance development process and created communication plan for managers. Built compensation structure and formalized rate increase decision-making criteria. Developed recruitment process for field and office positions. Grew employee headcount and established promotion opportunities through the strategic creation of mid-level management positions. Initiated employer branding project based on culture and value alignment. Edited and deployed new employee handbook.

Culture Alignment :
Completed initial culture assessment of a 75 headcount pharmaceutical IT company in partnership with their junior-level HR Manager, who we had sourced. Developed learning outcomes and program structure for culture, core values and communication presentation. Delivered session to the entire workforce, including the executive leadership team. Based on feedback, integrated the presentation into new employee onboarding and trained HR head in delivery and presentation to complete a knowledge transfer. Created and deployed 10-week “Pulse Check” to reinforce organizational learning; sourcing key articles, filming and editing educational videos, and developing assessments. Completed executive reports and presented to the executive leadership team through each step of the process.

HR Transformation:
Charged with transforming an annual staff selection process from paper-based to digital, with no operational budget. Partnered with internal technology resources to develop online process and dashboard, at no cost to the department. Oversaw implementation and execution. Throughout duration of use, made updates based on thorough analysis of user experience, participant feedback and process changes.

Instituted behavioral interviewing practices in hiring processes across all levels of the organization.

Revised and created learning outcomes for professional staff onboarding in response to high employee turnover rate. Assessed and interviewed process participants to improve on the process after initial roll out. Focused on role integration and culture alignment. Provided key touch points with organization partners for a more thorough understanding of job responsibilities and to foster key relationship building.

Leadership and People Management:
Fifteen years of experience in leading paraprofessional and professional teams to achieve business goals. Skilled in leveraging team strengths for optimal outcomes and formulating individualized professional development plans for each team member. Has revised and implemented three different performance management processes over the course of his career. Curated and instituted various leadership and management development programs to a wide variety of workforces in various industries, including higher education, commercial roofing and ecommerce.

The Results

Construction and Contracting

A commercial roofing contractor was in hyper growth mode. They had goals to increase their field workforce to expand their service area to additional states and geographical locations. If they were to grow their field workforce, they would also need to increase their administrative, operational and sales headcount to support the additional workload created by increased field work. Additionally, they were challenged in workforce retention and development, experiencing high turnover, and did not have a dedicated Human Resources professional to manage employee relations and compliance issues that come with trying to scale a business.

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