Kristi Gladney has over 15 years of experience in talent acquisition and human resources. She has held roles recruiting for various industries such as IT, healthcare, finance, and more. Her experience includes full life cycle recruitment, relationship building, and coaching managers. She holds an MBA in human resource management and professional certifications.
Unit 3 talent management-employee engagementprachimba
油
The document discusses employee engagement and recruitment planning. It defines employee engagement as employees being fully absorbed in and enthusiastic about their work. An engaged employee is positive about the organization and helps further its reputation. It also discusses developing a recruitment plan by outlining job requirements, finding candidates through advertising or referrals, interview techniques, selecting candidates, and following up. The document provides guidance on estimating recruitment costs and budgets.
Fundamentals of Human Resource ManagementAmare_Abebe
油
Human Resource- is the total of knowledge, skills, creative abilities, talents, aptitudes, values, attitudes & beliefs of an organizations workforce
HRM views people as an important resource or asset to be used for the benefit of the organization, employees and society. But humans unlike other resources in the context of work and management cause problems.
The document discusses return on talent (ROT) and how companies are increasingly measuring the value generated from their talented employees. It defines ROT as the knowledge generated and applied by employees. To optimize investment in talent, companies must understand the various costs associated with acquiring and utilizing talent, and continuously measure and improve ROT. An effective talent management information system can help companies with tasks like recruiting, onboarding, performance management, training, succession planning, and integrating compensation plans to attract, retain and develop top talent.
The document discusses various aspects of talent management including talent acquisition, recruitment, succession planning, and employee retention. It defines talent management as strategically managing the flow of talent through an organization to align people with jobs based on business objectives. Key processes include workforce planning, recruiting, development, and retention. Talent acquisition involves attracting the right people at the right time for the right cost. Recruitment is the process of finding and encouraging candidates to apply. Succession planning prepares employees to replace those who leave by identifying talent and providing training. Retention strategies aim to increase satisfaction and loyalty to reduce turnover.
Talent acquisition involves attracting, selecting, and onboarding talented individuals who are aligned with the business strategy and possess the required competencies. It is part of an overall talent management strategy that aims to have the right people in the right jobs at the right time. The talent acquisition process includes defining needs, sourcing candidates, application screening and interviews, making offers, and notifying non-selected candidates. Effective talent acquisition requires considering both the person-job fit and person-organization fit to identify individuals who will integrate and perform well.
The document provides a profile summary for Arindam Ghosh. It outlines his contact information, education background which includes an MBA from University of Toronto and a BBA from University of California. It then details his 20 years of experience in strategic human resource business partnering for companies in various industries globally. Finally, it lists some of his major client engagements providing human resource consulting services through his own firm AGeis HR Consulting Services.
Talent Management Power Point PresentationEdwardsBuice
油
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
Talent Management Information Systems aim to assess employee competencies, enable succession planning, support training and professional development, and integrate compensation. An HRIS can help companies implement comprehensive talent management strategies across the entire employee life cycle, from recruiting to performance management to succession planning. It provides structure for talent management strategies by automating HR functions and providing a complete picture of employees.
Creating a Highly Functional HR DepartmentPayScale, Inc.
油
HR functions have evolved from the personnel departments of the 70s and 80s to the business partnerships and people functions of today. The strategic value that HR brings to an organization can vary greatly depending on the size of the organization, industry, location, core values, culture, and more.
Join PayScales Stacey Klimek, VP of People, and Mykkah Herner, Director of Professional Services, as they discuss tips for creating a highly functional HR department in your organization.
Hadi Rafie is seeking a human resources management position where he can utilize his educational background in business psychology, criminal justice administration, and MBA. He has over 15 years of experience in human resources management and coordination roles for organizations including Alameda County Social Services, Fremont School District Charter Schools, and Allied Global Inc. Rafie's qualifications include strong leadership, management, communication, and strategic planning skills as well as proficiency in Microsoft Office programs.
Jennifer Messina has over 15 years of progressive human resources experience, currently serving as Human Resources Manager for CC Industries, Inc., where she manages HR programs and a team of 8 employees for a 7,000 person organization. Prior to her current role, she held roles as Senior Human Resources Analyst and Human Resources Analyst at CC Industries and worked as a Human Resources Coordinator at Eaglewood Resort & Spa. She holds a Master's degree in Human Resource Development from Villanova University and a Bachelor's degree in Psychology from the University of Illinois, Chicago.
The document outlines the key HR goals and objectives for 2013, including addressing the war for talents, supporting innovations, implementing performance-driven compensation, developing talent, and establishing lean HR processes. It also discusses the economic outlook and need for efficiency. The goals are aimed at gaining a competitive advantage and supporting the business strategy. Future areas of focus include continuing pressure to automate non-value added HR work and simplify processes, as well as developing skills for in-demand technical jobs.
This document provides an overview of talent planning and deployment. It discusses strategic talent planning and identifies workforce planning as a systematic process for identifying gaps between today's workforce and tomorrow's workforce. The document outlines the key steps in workforce planning, including defining the future needs of the organization, analyzing the current workforce, identifying gaps, and monitoring and revising the plan. It also discusses using tools like SWOT analysis, opportunity matrices, and threat matrices to aid in talent planning.
Talent management refers to anticipating an organization's human capital needs and planning to meet those needs. It involves attracting, selecting, developing, and retaining skilled employees. The key aspects of talent management include talent planning, acquiring talent through attracting and selecting, developing talent through training and career development, and retaining talent with competitive pay and benefits. Talent management benefits both employees through career growth and job satisfaction, and organizations by enhancing productivity and retaining top talent.
The document outlines a 5-day intensive bootcamp for leaders of vocational training institutions in Bahrain. The bootcamp, led by experts from the US, aims to help training leaders support Bahrain's national goals of developing skills and transitioning to a knowledge-based economy. Participants will learn about strategic planning, workforce trends, quality standards, and client relationship management to strengthen their institutions. The interactive bootcamp involves presentations, activities, and assignments designed to shift the focus of Bahrain's professional training to higher quality.
SNEF and SPRING Singapore launched a collaboration in 2008 called HRAISS to improve SMEs' HR capabilities. It provides three key support areas - HR advisory services via phone/email, HR content in the form of downloadable modules on topics like performance management, and HR consultancy to help implement practices from the modules. The content has been downloaded over 24,000 times and 460 SMEs have attended training workshops on the materials. The consultancy program provides up to 50% funding support for SMEs to work with consultants on implementing up to six modules.
Lucas Group is one of the top executive search firms in North America, with over 40 years of experience placing over 30,000 executives. It has 250 recruiters across 15 US locations and focuses on building long-term partnerships with clients in various industries. The firm prides itself on identifying, assessing, and delivering the best talent to meet clients' specific needs through a customized full-circle search process.
The document outlines the key components of an effective talent management program, including competency management, workforce planning, talent acquisition, performance management, learning and development, leadership development, and succession management. It also lists additional common components like governance, external influencers, strategic alignment, organizational climate, and technology. The document emphasizes that talent programs must start with a positive company culture aligned with goals, and include globally aligned systems and processes to support recruitment, career development, training, and reward/retention of top talent. Initial steps include developing a talent strategy, identifying supporting systems, engaging leadership, and addressing fundamental gaps.
The document discusses competencies that HR professionals should demonstrate. It notes that the business environment, organization size, and changing HR role impact competency needs. An HR competency study identified credentials like being a credible activist, culture steward, talent manager, strategy architect, and business ally. Effective HR requires both technical skills like compensation and behavioral skills like communication, consultation, and relationship management. To be successful, HR professionals need a blend of HR expertise and leadership abilities.
The document outlines Gary Wheeler's presentation on aligning human resources with business strategy. The presentation covers:
1) How to implement an HR strategy aligned to the overall business strategy and discusses HR competencies and best practices.
2) A case study of Sysco Foods demonstrating HR's role as a strategic partner.
3) Key themes from best practices literature emphasizing HR executives must speak the business language and create the workforce to deliver the business strategy.
Performance Management Presentation March 2011 Finaljoannemelanson
油
This document outlines key considerations for designing and implementing an effective performance management program for small businesses. It discusses setting organizational, team, and individual goals aligned with business strategy. It also covers benchmarking skills and tools for success, providing consistent feedback, and identifying top and poor performers. An effective program can improve employee engagement, performance, retention of top talent, and overall business success. The document compares development-driven and competitive assessment models and their benefits.
Recruitment and selection in talent managementSeta Wicaksana
油
People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it Peter Drucker
The document discusses the typical functions of a human resources department in an advanced organization. It outlines challenges such as a demotivated workforce, high turnover, and low productivity. It recommends that HR become leaders that do things differently with total management support. This would help address challenges and improve company performance through intangible benefits. HR's role includes strategic planning, change management, employee support, and administration. Standardizing policies and processes through activities like staffing plans and reviews can help transform HR into an effective business partner.
Using Data to Build an Effective Talent Acquisition StrategyTALiNT Partners
油
The word was Big Data, and that was fine but what happens once the hype dies down?
Do you know how to get from looking at the mountains of data to implementing a data-led Talent Acquisition Strategy?
Do you have the right resources within the team to analyse and get to the insight?
The document discusses talent management strategies for employee engagement. It covers encouraging employees to take ownership of their careers through profile and performance management. Profile management involves tracking employee certifications, skills, and goals. Performance management is facilitated through an online system and includes setting SMART goals, conducting check-ins, and evaluations. The goal is to link employee development to organizational objectives through clear expectations and two-way communication between managers and employees.
Role of hr professionals in improving organizational performance by hamza mah...Hamza Mahmood
油
The document discusses the key roles of human resources professionals in improving organizational performance. It outlines how HR helps with recruitment by attracting and hiring talent, provides training to help new employees acclimate, conducts performance appraisals for employee motivation, maintains a healthy work culture, manages employee relations, offers rewards and incentives, and handles payroll management including accurate and timely salary calculation and distribution. HR plays an important part in all of these areas to enhance the performance of the overall organization.
Gorle Ramansekhara is a senior human resources professional with over 16 years of experience in talent acquisition, employee engagement, learning and development, and performance management. He is currently the Manager of Recruitment and Talent Acquisition at Xact Data Discovery Inc. Prior to this role, he held human resources positions at Straina Infotech Pvt. Ltd. and Isolvers Technologies, where he spearheaded recruitment functions and processes. Ramansekhara has expertise in competency mapping, talent management, and developing HR strategies aligned with business objectives.
This document provides a summary of Santhosh V Mateti's work experience and qualifications. It summarizes that he has over 10 years of experience in HR and operations management in the IT/BPO industries in India. He is currently working as an HR and Administration Manager for a real estate company, where his responsibilities include recruitment, training, performance management, and ensuring compliance with government regulations.
Creating a Highly Functional HR DepartmentPayScale, Inc.
油
HR functions have evolved from the personnel departments of the 70s and 80s to the business partnerships and people functions of today. The strategic value that HR brings to an organization can vary greatly depending on the size of the organization, industry, location, core values, culture, and more.
Join PayScales Stacey Klimek, VP of People, and Mykkah Herner, Director of Professional Services, as they discuss tips for creating a highly functional HR department in your organization.
Hadi Rafie is seeking a human resources management position where he can utilize his educational background in business psychology, criminal justice administration, and MBA. He has over 15 years of experience in human resources management and coordination roles for organizations including Alameda County Social Services, Fremont School District Charter Schools, and Allied Global Inc. Rafie's qualifications include strong leadership, management, communication, and strategic planning skills as well as proficiency in Microsoft Office programs.
Jennifer Messina has over 15 years of progressive human resources experience, currently serving as Human Resources Manager for CC Industries, Inc., where she manages HR programs and a team of 8 employees for a 7,000 person organization. Prior to her current role, she held roles as Senior Human Resources Analyst and Human Resources Analyst at CC Industries and worked as a Human Resources Coordinator at Eaglewood Resort & Spa. She holds a Master's degree in Human Resource Development from Villanova University and a Bachelor's degree in Psychology from the University of Illinois, Chicago.
The document outlines the key HR goals and objectives for 2013, including addressing the war for talents, supporting innovations, implementing performance-driven compensation, developing talent, and establishing lean HR processes. It also discusses the economic outlook and need for efficiency. The goals are aimed at gaining a competitive advantage and supporting the business strategy. Future areas of focus include continuing pressure to automate non-value added HR work and simplify processes, as well as developing skills for in-demand technical jobs.
This document provides an overview of talent planning and deployment. It discusses strategic talent planning and identifies workforce planning as a systematic process for identifying gaps between today's workforce and tomorrow's workforce. The document outlines the key steps in workforce planning, including defining the future needs of the organization, analyzing the current workforce, identifying gaps, and monitoring and revising the plan. It also discusses using tools like SWOT analysis, opportunity matrices, and threat matrices to aid in talent planning.
Talent management refers to anticipating an organization's human capital needs and planning to meet those needs. It involves attracting, selecting, developing, and retaining skilled employees. The key aspects of talent management include talent planning, acquiring talent through attracting and selecting, developing talent through training and career development, and retaining talent with competitive pay and benefits. Talent management benefits both employees through career growth and job satisfaction, and organizations by enhancing productivity and retaining top talent.
The document outlines a 5-day intensive bootcamp for leaders of vocational training institutions in Bahrain. The bootcamp, led by experts from the US, aims to help training leaders support Bahrain's national goals of developing skills and transitioning to a knowledge-based economy. Participants will learn about strategic planning, workforce trends, quality standards, and client relationship management to strengthen their institutions. The interactive bootcamp involves presentations, activities, and assignments designed to shift the focus of Bahrain's professional training to higher quality.
SNEF and SPRING Singapore launched a collaboration in 2008 called HRAISS to improve SMEs' HR capabilities. It provides three key support areas - HR advisory services via phone/email, HR content in the form of downloadable modules on topics like performance management, and HR consultancy to help implement practices from the modules. The content has been downloaded over 24,000 times and 460 SMEs have attended training workshops on the materials. The consultancy program provides up to 50% funding support for SMEs to work with consultants on implementing up to six modules.
Lucas Group is one of the top executive search firms in North America, with over 40 years of experience placing over 30,000 executives. It has 250 recruiters across 15 US locations and focuses on building long-term partnerships with clients in various industries. The firm prides itself on identifying, assessing, and delivering the best talent to meet clients' specific needs through a customized full-circle search process.
The document outlines the key components of an effective talent management program, including competency management, workforce planning, talent acquisition, performance management, learning and development, leadership development, and succession management. It also lists additional common components like governance, external influencers, strategic alignment, organizational climate, and technology. The document emphasizes that talent programs must start with a positive company culture aligned with goals, and include globally aligned systems and processes to support recruitment, career development, training, and reward/retention of top talent. Initial steps include developing a talent strategy, identifying supporting systems, engaging leadership, and addressing fundamental gaps.
The document discusses competencies that HR professionals should demonstrate. It notes that the business environment, organization size, and changing HR role impact competency needs. An HR competency study identified credentials like being a credible activist, culture steward, talent manager, strategy architect, and business ally. Effective HR requires both technical skills like compensation and behavioral skills like communication, consultation, and relationship management. To be successful, HR professionals need a blend of HR expertise and leadership abilities.
The document outlines Gary Wheeler's presentation on aligning human resources with business strategy. The presentation covers:
1) How to implement an HR strategy aligned to the overall business strategy and discusses HR competencies and best practices.
2) A case study of Sysco Foods demonstrating HR's role as a strategic partner.
3) Key themes from best practices literature emphasizing HR executives must speak the business language and create the workforce to deliver the business strategy.
Performance Management Presentation March 2011 Finaljoannemelanson
油
This document outlines key considerations for designing and implementing an effective performance management program for small businesses. It discusses setting organizational, team, and individual goals aligned with business strategy. It also covers benchmarking skills and tools for success, providing consistent feedback, and identifying top and poor performers. An effective program can improve employee engagement, performance, retention of top talent, and overall business success. The document compares development-driven and competitive assessment models and their benefits.
Recruitment and selection in talent managementSeta Wicaksana
油
People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it Peter Drucker
The document discusses the typical functions of a human resources department in an advanced organization. It outlines challenges such as a demotivated workforce, high turnover, and low productivity. It recommends that HR become leaders that do things differently with total management support. This would help address challenges and improve company performance through intangible benefits. HR's role includes strategic planning, change management, employee support, and administration. Standardizing policies and processes through activities like staffing plans and reviews can help transform HR into an effective business partner.
Using Data to Build an Effective Talent Acquisition StrategyTALiNT Partners
油
The word was Big Data, and that was fine but what happens once the hype dies down?
Do you know how to get from looking at the mountains of data to implementing a data-led Talent Acquisition Strategy?
Do you have the right resources within the team to analyse and get to the insight?
The document discusses talent management strategies for employee engagement. It covers encouraging employees to take ownership of their careers through profile and performance management. Profile management involves tracking employee certifications, skills, and goals. Performance management is facilitated through an online system and includes setting SMART goals, conducting check-ins, and evaluations. The goal is to link employee development to organizational objectives through clear expectations and two-way communication between managers and employees.
Role of hr professionals in improving organizational performance by hamza mah...Hamza Mahmood
油
The document discusses the key roles of human resources professionals in improving organizational performance. It outlines how HR helps with recruitment by attracting and hiring talent, provides training to help new employees acclimate, conducts performance appraisals for employee motivation, maintains a healthy work culture, manages employee relations, offers rewards and incentives, and handles payroll management including accurate and timely salary calculation and distribution. HR plays an important part in all of these areas to enhance the performance of the overall organization.
Gorle Ramansekhara is a senior human resources professional with over 16 years of experience in talent acquisition, employee engagement, learning and development, and performance management. He is currently the Manager of Recruitment and Talent Acquisition at Xact Data Discovery Inc. Prior to this role, he held human resources positions at Straina Infotech Pvt. Ltd. and Isolvers Technologies, where he spearheaded recruitment functions and processes. Ramansekhara has expertise in competency mapping, talent management, and developing HR strategies aligned with business objectives.
This document provides a summary of Santhosh V Mateti's work experience and qualifications. It summarizes that he has over 10 years of experience in HR and operations management in the IT/BPO industries in India. He is currently working as an HR and Administration Manager for a real estate company, where his responsibilities include recruitment, training, performance management, and ensuring compliance with government regulations.
This document is a resume for Amanda Brantley that highlights her HR experience. She is currently an HR Business Partner at Express Scripts where she implements talent strategies, organizational design, and employee engagement programs. Previous experience includes roles as an HR Generalist at Express Scripts and HR Manager at Joyce Meyer Ministries where she led HR functions like recruitment, performance management, and training. She has a Master's degree in HR Management from Webster University.
- Tanisha Hockaday has over 12 years of experience in benefits administration and human resources management roles. She has worked for major organizations like Aetna and Mercer.
- She has a strong background in managing HR functions like payroll, benefits, policies and procedures, recruitment, and employee training.
- Hockaday has experience leading teams, coaching employees, and ensuring customer service standards are met.
This document is a resume for Jody Zastrow, who has over 15 years of experience in recruiting and HR management. She has held various recruiting roles at several companies, including corporate recruiter positions where she was responsible for hiring over 100 employees per month. She is skilled in strategic workforce planning, implementing applicant tracking systems, and using metrics to improve performance. Zastrow also has experience providing consulting services to clients and managing business development.
This document is a resume for Jody Zastrow, who has over 15 years of experience in recruiting and human resources. She has held various roles such as corporate recruiter, recruiting manager, and consulting manager. She specializes in full life cycle recruiting, HR business partnering, and account management. Her experience includes recruiting for companies in various industries such as technology, real estate, and photography services.
Satheesh V Kumar has over 5 years of experience in human resources with a focus on generalist work, employee relations, and organizational development. He holds an MBA with a dual specialization in human resources and finance from Anna University. Currently he works as a senior executive of human resources at Verizon Data Services, where he is responsible for all aspects of the employee lifecycle for a staff of over 800.
Amarjit Kaur seeks opportunities in human resources management where her 2.5 years of experience in staffing, employee relations, and project management can enhance a company's strategic goals. She has expertise in recruitment, performance reviews, separation processes, feedback collection, and implementing company policies. Her personal qualities include strong analytical, communication, and motivational skills. She is proficient in using HR tools like SAP and has handled projects involving department segregation and onboarding programs. Amarjit holds an MBA in HR and BBA and has worked as an HR executive and counselor.
Snehal Madhavi is seeking a managerial role in HR. She has over 5 years of experience in HR functions like training, recruitment, performance management, payroll, and implementing HR systems. Her experience includes roles at Neeyamo Enterprise, Mega Networks, Life Cycle Career Avenue, and ICICI Securities where she handled tasks like recruitment, compensation, performance appraisals, and training. She has a Master's degree in HR and Bachelor's degree in Computer Applications.
Anthony McKinley is a full lifecycle recruiter with experience recruiting remotely and virtually. He has a master's degree in psychology and bachelor's degree in psychology. His objective is to align recruiting efforts with company strategy and meet hiring needs. He has experience recruiting from entry-level to executive positions using various sourcing methods like networking, searches, cold calling, and social media. He has worked as a recruiting manager and consultant for various companies recruiting for a wide range of positions.
Lynn M. Arts has over 30 years of experience in human resources and talent acquisition. She currently works as a senior recruiter for Cielo, where she has filled over 260 roles in 14 months. Previously, she owned her own consulting firm, Trio Solutions, for 12 years, where she managed 20 consultants. She has filled over 2,500 jobs at all levels and industries. She specializes in strategic leadership, sourcing candidates, diversity recruitment, and applicant tracking systems.
This document is an HR professional's resume summarizing over 20 years of experience in HR and administration roles in the Middle East and India. The resume highlights the professional's experience managing HR functions such as recruitment, compensation, performance management, training, and employee relations for various companies in Saudi Arabia, the UAE, and India. It also lists the professional's qualifications including a master's degree in history and experience implementing HR systems like SAP. The resume is seeking an HR management or administration role for a growth-oriented organization.
Craig Wiemer has over 20 years of experience in human resources management, most recently at Computer Sciences Corporation (CSC). He has expertise in areas such as compensation, talent acquisition, performance management, and developing high-performance teams. Wiemer established a global center of excellence to process incentive payments for 1,700 sales employees across 40 countries. He has also successfully led human resources initiatives during mergers and acquisitions as well as workforce reductions. In his spare time, Wiemer enjoys participating in endurance sports like marathons and cycling.
Tanisha Hockaday has over 12 years of experience in benefits administration and human resources management. She has held roles such as Benefits Specialist, HR Support Manager, and Participant HR Services Supervisor. Her experience includes managing teams, payroll and benefits administration, recruitment, and employee training. She is proficient in various HR software programs and the Microsoft Office suite.
Tanisha Hockaday has over 12 years of experience in benefits administration and human resources management. She has held roles such as Benefits Specialist, HR Support Manager, and Participant HR Services Supervisor. She has expertise in areas such as benefits administration, payroll, HR policies and procedures, recruitment, and employee training. Hockaday aims to identify customer needs and provide timely resolutions.
The document is a resume for James Hammonds seeking a human resources leadership role. It summarizes his over 10 years of experience in various human resources roles, including recruiting, compensation, and employee relations. His most recent experience is as an HR consulting focusing on compensation and training.
This document provides a summary of Rashmi Sinha's experience in human resources management. Over her 12-year career, she has held senior HR roles at multiple companies in India, developing policies, implementing talent management programs, and supporting business goals. Her experience includes expertise in areas such as recruitment, performance management, learning and development, and employee engagement.
Donna Sanchez is a recruitment manager with over 15 years of experience in the medical sector. She has a proven track record of exceeding hiring goals and quotas through strategic sourcing and pipeline management. Sanchez has expertise in ATS systems, leadership development, and process improvement. She currently serves as a regional recruitment manager for a large home healthcare staffing company.
This document provides a summary of Fred P. Lange's professional experience in human resources. It outlines his experience leading HR functions and consulting for various companies. Some key points include that he has over 25 years of experience in strategic HR leadership and consulting. He has helped numerous companies in areas such as talent management, leadership development, change management, and HR best practices. He has also published articles and resources to help other HR professionals.
1. Kristi Gladney, MBA, CIR
Mobile: (972) 838-3442
Email: mbahr11@ymail.com
Senior Level Talent Acquisition Business Partner. Extensive experience with recruitment of both Non-Exempt and Exempt level roles
in multiple disciplines including: Information Technology, Sales, Marketing, Accounting and Finance, and Healthcare/Pharma.
Full Life Cycle Recruitment Certified Internet Recruiter
Influence and Negotiation Skills Client Management
Cross-Functional Collaboration
High Quality Candidate Sourcing
Coaching and Training
Project Management
Experience and Accomplishments
Talent Acquisition Business Partner: CompuCom Systems, Inc. (May 2014-Present)
Perform full life cycle recruiting of exempt and non-exempt positions within IT, Finance, and Human Resources nationwide
Promoted from Recruiter to Business Partner over the Cloud Technology Services (CTS) Group for US and Canada
As part of the CTS HR Team, partnered across locations (US, Canada, India, and Mexico) to strategically support the Business Unit
Led and coached VPs and Managers through TM processes that include succession planning, competency planning, and career
development processes
Identify recruitment gaps, strategies and worked to redesign and improve recruitment and hiring processes globally
Coach managers on navigation and functionalities of new Workday HRIS System
Led workforce redeployment project of 1100+ employees
Handle initial Visa process with internal immigration team and Business leaders (TN, H1B, F1, etc.)
Team mentor, trainer of new employees in department, and go to person in leaders absence
Accomplishments
Received service award for outstanding client support and kudos for quick response and turnaround of service
Promoted from Sr. Recruiter to Business Partner
Implemented successful onsite career fair with a two week planning period that resulted in 25 hires.
Sr. Talent Acquisition Manager: The New Teacher Project (October 2013 May 2014)
Perform full life recruiting of multiple exempt level positions within IT, Human Capital, and Operations
Successfully worked to improve/streamline processes and increase operational efficiencies with systems within Talent Acquisition
Trained team in a virtual environment on effective sourcing techniques to increase candidate pool through the use of AIRS techniques,
Social Media, and researching competitors
Serve as mentor and subject matter expert to Talent Acquisition team
Accomplishments
Trained team on effective sourcing techniques to increase candidate pool through the use of AIRS techniques, Social Media, and
researching competitors.
Average time to fill of 6 weeks with 48% of diverse candidates
Talent Acquisition Partner/ Sr. Recruiter (Shared Services): CVS Caremark, INC. (April 2006-October 2013)
High volume recruiting across the discipline effectively aligning candidate values to fit organizational values
Expertly recruit and hired across IT/IS (primary), Marketing, Sales, Account Management, and Finance
IT/IS recruitment skill set included but are not limited to exempt level individual contributor, management and above positions in the
following area: AS400/Synon/RPG development, Project Managers, JAVA/J2EE development, Enterprise Architects, Business
Analysts, Avaya/ICR development, Performance Engineers, Regression Testers, etc.
Secured talent through effective methods such as resume posting boards, internet and database searches, job postings, AIRS search
criteria/Boolean searches, referrals, company research, networking, and working with specialized agencies, if necessary
Vendor Management of 2 Recruitment Process Outsourcing (RPO) teams to ensure alignment on business goals and optimize time to fill
Remote management of 2 contingent employees locations across the United States
Reducing time to fill from 55 days to 48.2 which resulted in successfully exceeding annualized hiring goals set by the Chief Information Officer
Worked closely with hiring managers (Managers, Directors, VPs) in workforce and labor planning that includes, forecast trending and
analysis, ad hoc reporting, creation of job descriptions and in proactively determining the most appropriate recruiting strategies
Functioned as acting supervisor in leaders absence and a mentor/coach to recruiting peers
Proven ability to effectively manage strategic collaborations with both the business and internal HR partners providing HR Services that
optimize engagement of leadership and employees
2. Kristi Gladney, MBA, CIR
Mobile: (972) 838-3442
Email: mbahr11@ymail.com
Trained seasoned and newly hired leaders with the requisition creation process and overall talent management process
Worked with CVS Caremarks Internal Immigration Counsel, managing the initial process for Visa sponsorship transfer
Worked on various projects as a Project Leader and Project Member that enhanced our performance driven culture and established best
practices. Examples of projects include: TA Intranet Portal Rebranding (Member), Employee Referral Program Rebranding (Member), Job
Description Review (Lead), CRM System (Lead)
Accomplishments
Received numerous awards and recognition for client service delivery, team collaboration and exhibiting the values of the organization.
Promoted to Sr. Recruiter, expanding scope of responsibilities and service delivery
Implemented Corporate Technology Career Day program that allowed the organization to reinvigorate their future bench strength, resulting in
10 colleges hires
Managed the DFW Based Summer Internship Program to include travelling to onsite college career fairs, managing the posting and
recruitment process, program activities, and overall program effectiveness
Assigned as point person during HR Generalists leave. Supported over 300 employees in 2 locations. Tasks included handling payroll
inquiries, PTO questions, LOA, Performance Review/Merit appraisals, Promotions, employee relations, and managing benefit fairs
Implement wellness program (Weight Watchers at Work) and was point of contact for program management
Led diversity and Inclusion project as an initiative sponsored by Sr. HR Leadership. Project included focus groups with VPs and employees
of all levels of the organization and identified 7 steps to inclusion and engagement, which became adopted by our HR organization
Employee Relations Representative: Accenture HR Services (April 2005- February 2006)
Responsible for responding to and investigating employee relation issues and conducting onsite compliance audit training in multiple
states for Best Buy Corporation
Coached managers and leaders on effective communication methods and employee counseling processes
Prepared separation notices and directed managers on processes surrounding separation meetings and final pay laws
Chosen for new team tasked to travel nationwide to conduct internal on-site DOL compliance audit training at Best Buy locations
Successfully trained store Operation Managers on state/federal employment law regarding compliance standards postings, child labor,
labor hours, EEO, wage payments, and record keeping
Liaison between client store locations and corporate for compliance practices, audit updates, and best practices to aid in increasing
operating efficiency
Recruiter: Straight Source Recruitment Outsourcing (November 2003 April 2005)
Exclusively recruited as a recruitment outsourcing agency for a Fortune 100 Healthcare Organization to deliver talent for complex and
difficult skilled set positions
Cold called and utilized a variety of creative methods to source talent for hard to fill positions (referrals, database search, job posting,
job boards, networking, direct sourcing, research, user groups, purchased list, and college career centers). Strategized to attract the
best and diverse qualified candidates
Recruited Nurses, IT, Pharmacist, Clinical Operations, and Sales/Marketing.
HR Coordinator: Countrywide Financial Corporation (June 2002 November 2003)
Handled all onboarding activities for new hire under the consumer markets division
Set-up compensation plans in system and trained managers on recruitment and HR processes
Education
Keller Graduate School of Management: MBA, Human Resource Management (4.0 GPA)
Sigma Beta Delta Business Honor Society
Texas Christian University: BBA, Entrepreneurial Management (3.3 GPA)
Whos Who Among Students in American Colleges and Universities
Zeta Phi Beta Sorority, Inc.
Technical Skills / Certifications
3. Kristi Gladney, MBA, CIR
Mobile: (972) 838-3442
Email: mbahr11@ymail.com
AIRS Certified Internet Recruiter (CIR)
ICIMS, Kenexa 2X, BrassRing, Taleo, Virtual Edge, PeopleSoft, Workday, Ultipro, LexisNexis, Lookout Services, First Advantage
MS Office (Word, Excel. PowerPoint, Outlook)
Professional Training Courses (Instructor Led)
Senn Delaney Cultural Unfreezing Performance Management Talent Selection
Crucial Conversations Making a Professional Impact
Professional Associations and Volunteerism
National Association of Professional Women (2016 Present)
Methodist Dallas Hospital: Volunteer (2014 - Present)