VP Talent Acquisition or Director Talent Acquisition
VP Talent Acquisition, Director Talent Acquisition with 25 years experience looking for a Executive position.
Content
HR Business Partner with strong subject matter expertise in Talent Management an d Acquisition. Significant international experience with ability to establish g lobal strategies and localize execution. Skilled at problem identification, sol ution generation and management of operations. Passionate about delivering valu e-add services with an emphasis on practical solutions. employment history: careerSHOUT! Founder/Director Houston, TX 2010 to present
Launched innovative software and services company designed to provide Talent Man agement support to consumers. Market tested concept, price points and service m odel. Established core team and managed group through self-funded launch phase. Created and developed user driven career management model that emphasized indivi dual driven developmental goals; career optimization and problem resolution; Self-funded initial phase of company (development of website, initial software a nd coaching services); Negotiated partnership agreements resulting in assessment and developmental tool s at value-add prices; and Successfully managed beta testing phase. Baker Hughes Houston, TX Director, Global Talent Acquisition 2008 to 2010
Responsible for all Talent Acquisition strategy, process and operations globally across 90+ countries. Enabled effective delivery of recruitments via standardi zed processes and tools. Ensured that business objectives were reflected in rec ruitment strategy and operations. Personally managed high-profile recruitments and projects in key locations. Member of HR Leadership Team. Audited and redesigned the recruitment process globally; Established global mile stones and key deliverables; Managed global outsourcing of non-core recruiting functions; Worked closely with external service providers to ensure consistent service levels; Created partne rships in order to develop service capacity as needed where needed; Established the recruiter as a "Project Manager" concept and consistent recruiti ng practices and staffing metrics; Established a Strategic Staffing group which focused on effective infrastructure , tools and partner management; Revitalized the vendor management process; Reduced number of vendors by 60% and established consistent and value-add contracts; Reduced average vendor cost by o ver 30%; Improved key vendor relationships and helped them develop innovative pr oducts and services; and Revamped Campus recruitment process; Aligned work-force planning with campus rec ruitment cycle; Established front-end tools to better manage candidate flow; Glo balized assessment process to reduce hiring biases and increased offers to femal e engineers from 6% to 35%; Increased efficiency of process and improved offer r ate from 45% to 80% with an increase in internal customer satisfaction. O-I (aka Owens-Illinois) Toledo, OH VP, Global Talent Management 2007 to 2008 Director, Global Staffing and Recruiting 2006 to 2007 Responsible for all Talent Management strategy, processes and tools including St affing, Succession and Learning. Ownership for development of "Rising Leader" p opulation. Member of HR Leadership Team. Established developmental model for Rising Leader population; Established assess ment and validation tools for population; Developed milestones to measure progre
ss and metrics to measure success; Awarded LSS Greenbelt for "Alignment of Performance Goals and Objectives with Co rporate Goals;" Created outsourced N. American sourcing/recruiting support center to service exe mpt level hiring; Center exceeded target metrics in first 90 days; Lowered avera ge acquisition cost to 7.5% and time to fill to 50 days. Redesigned staffing process into a holistic, integrated part of the HR cycle. Es tablished metrics, KPIs and aligned activities and interfaces with relevant HR p rocesses; Launched integrated campus recruiting program for US locations. Upgraded target schools and candidate profile. Achieved 80% acceptance rate on all offers; and Redesigned assessment process. Developed O-I candidate profile. Upgraded quali ty of hire and reduced recruiting costs and cycle time. Achieved 95% acceptance rate for all offers.
ALSTOM Transport Paris, FRANCE Director, Talent Management Key Projects 2004 to 2006 Responsible for ensuring that no key projects (>50M Euros) failed due to people issues. Talent Management responsibilities for global population of 500 Project Managers. Globalize and align HR processes across countries. Drove culture change by establishing competency model and assessment of all Proj ect Managers within 60 days; Managed re-assignment of 30% of population identified as under-performing includ ing ones in highly regulated countries; and Managed global Talent Review. Ensure that all development decisions are implemen ted and measured against established success criteria. First to achieve 10/80/1 0 distribution in all countries. Managed all compensation /bonus plans for popu lation. Director, Global HR (Information Solutions) 2001 to 2004 Responsible for development, localization and implementation of HR for 2 global businesses. Managed HR impacts of reorganization via local HR teams and site ma nagement structures. Coach and mentor all Senior Management and Key Employees. Led task force responsible for creating 3 engineering competency centers in stra tegic cost countries; and Globally managed compensation, salary, performance and "Talent Upgrade" process. Consultant, Global Staffing (Information Solutions) 2001 Redesign of recruiting into an effective and efficient process. Design was adop ted on a divisional level. Created regional recruiting centers serving France, UK, Italy, and Eastern Europe. Standardized/implemented a global process with relevant KPIs. Defined benchmark levels; Established recruitment service centers to provide recruitment support across co untries. Model adopted at Division level; and Linked recruiting into Performance Management, Compensation, Development and oth er HR processes. Arthur D. Little, Inc. Head of Corporate Human Resources Cambridge, MA 2000 to 2001
Responsible for all HR activities for Corporate and Emerging Businesses division across 3 countries. Established and managed shared services group supporting a ll client groups. Amazon.com Seattle, WA Recruiting Manager, Technologies 1999 to 2000 Disney Consumer Products Manager, North American Staffing American Express Senior Manager, Campus Recruiting People Solutions - HR Consulting Founder 1991 to 1995 NYNEX Mobile Communications Manager, Employee Relations 1989 to 1990 Burbank, CA 1997 to 1999 NYC, NY 1995 to 1997 NYC, NY Orangeburg, NY
City of New York NYC, NY Triborough Bridge and Tunnel Authority (Manager, Labor Relations) 1988 to 1989 Department of Juvenile Justice (Asst. Director, Labor Relations) 1987 to 1988 education Columbia University (MA) Organizational Psychology, attended 8/86 to 8/87, coursework completed, degree n ot awarded Recipient of Spanish Bi-Lingualism Scholarship University of Delaware (BA) Psychology with concentration in Women's Studies, 6/86 Early Admittance into Honors Program languages French - Level 3 (written/spoken); Spanish - Level 3 (written/spoken) ; Bengali - Level 2 (spoken) other accomplishments NACE speaker 2010, 2008 SHRM Staffing speaker 2010 RPO Summit speaker 2009 (awarded HRO Superstar by HRO Today magazine)
Launched innovative software and services company designed to provide Talent Man agement support to consumers. Market tested concept, price points and service m odel. Established core team and managed group through self-funded launch phase. Created and developed user driven career management model that emphasized indivi dual driven developmental goals; career optimization and problem resolution; Self-funded initial phase of company (development of website, initial software a nd coaching services); Negotiated partnership agreements resulting in assessment and developmental tool s at value-add prices; and Successfully managed beta testing phase. Baker Hughes Houston, TX Director, Global Talent Acquisition 2008 to 2010
Responsible for all Talent Acquisition strategy, process and operations globally across 90+ countries. Enabled effective delivery of recruitments via standardi zed processes and tools. Ensured that business objectives were reflected in rec ruitment strategy and operations. Personally managed high-profile recruitments and projects in key locations. Member of HR Leadership Team. Audited and redesigned the recruitment process globally; Established global mile stones and key deliverables; Managed global outsourcing of non-core recruiting functions; Worked closely with external service providers to ensure consistent service levels; Created partne rships in order to develop service capacity as needed where needed; Established the recruiter as a "Project Manager" concept and consistent recruiti ng practices and staffing metrics; Established a Strategic Staffing group which focused on effective infrastructure , tools and partner management; Revitalized the vendor management process; Reduced number of vendors by 60% and established consistent and value-add contracts; Reduced average vendor cost by o ver 30%; Improved key vendor relationships and helped them develop innovative pr oducts and services; and Revamped Campus recruitment process; Aligned work-force planning with campus rec ruitment cycle; Established front-end tools to better manage candidate flow; Glo balized assessment process to reduce hiring biases and increased offers to femal e engineers from 6% to 35%; Increased efficiency of process and improved offer r ate from 45% to 80% with an increase in internal customer satisfaction. O-I (aka Owens-Illinois) Toledo, OH VP, Global Talent Management 2007 to 2008 Director, Global Staffing and Recruiting 2006 to 2007 Responsible for all Talent Management strategy, processes and tools including St affing, Succession and Learning. Ownership for development of "Rising Leader" p opulation. Member of HR Leadership Team. Established developmental model for Rising Leader population; Established assess ment and validation tools for population; Developed milestones to measure progre
ss and metrics to measure success; Awarded LSS Greenbelt for "Alignment of Performance Goals and Objectives with Co rporate Goals;" Created outsourced N. American sourcing/recruiting support center to service exe mpt level hiring; Center exceeded target metrics in first 90 days; Lowered avera ge acquisition cost to 7.5% and time to fill to 50 days. Redesigned staffing process into a holistic, integrated part of the HR cycle. Es tablished metrics, KPIs and aligned activities and interfaces with relevant HR p rocesses; Launched integrated campus recruiting program for US locations. Upgraded target schools and candidate profile. Achieved 80% acceptance rate on all offers; and Redesigned assessment process. Developed O-I candidate profile. Upgraded quali ty of hire and reduced recruiting costs and cycle time. Achieved 95% acceptance rate for all offers.
ALSTOM Transport Paris, FRANCE Director, Talent Management Key Projects 2004 to 2006 Responsible for ensuring that no key projects (>50M Euros) failed due to people issues. Talent Management responsibilities for global population of 500 Project Managers. Globalize and align HR processes across countries. Drove culture change by establishing competency model and assessment of all Proj ect Managers within 60 days; Managed re-assignment of 30% of population identified as under-performing includ ing ones in highly regulated countries; and Managed global Talent Review. Ensure that all development decisions are implemen ted and measured against established success criteria. First to achieve 10/80/1 0 distribution in all countries. Managed all compensation /bonus plans for popu lation. Director, Global HR (Information Solutions) 2001 to 2004 Responsible for development, localization and implementation of HR for 2 global businesses. Managed HR impacts of reorganization via local HR teams and site ma nagement structures. Coach and mentor all Senior Management and Key Employees. Led task force responsible for creating 3 engineering competency centers in stra tegic cost countries; and Globally managed compensation, salary, performance and "Talent Upgrade" process. Consultant, Global Staffing (Information Solutions) 2001 Redesign of recruiting into an effective and efficient process. Design was adop ted on a divisional level. Created regional recruiting centers serving France, UK, Italy, and Eastern Europe. Standardized/implemented a global process with relevant KPIs. Defined benchmark levels; Established recruitment service centers to provide recruitment support across co untries. Model adopted at Division level; and Linked recruiting into Performance Management, Compensation, Development and oth er HR processes. Arthur D. Little, Inc. Head of Corporate Human Resources Cambridge, MA 2000 to 2001
Responsible for all HR activities for Corporate and Emerging Businesses division across 3 countries. Established and managed shared services group supporting a ll client groups. Amazon.com Seattle, WA Recruiting Manager, Technologies 1999 to 2000 Disney Consumer Products Manager, North American Staffing American Express Senior Manager, Campus Recruiting People Solutions - HR Consulting Founder 1991 to 1995 NYNEX Mobile Communications Manager, Employee Relations 1989 to 1990 Burbank, CA 1997 to 1999 NYC, NY 1995 to 1997 NYC, NY Orangeburg, NY
City of New York NYC, NY Triborough Bridge and Tunnel Authority (Manager, Labor Relations) 1988 to 1989 Department of Juvenile Justice (Asst. Director, Labor Relations) 1987 to 1988 education Columbia University (MA) Organizational Psychology, attended 8/86 to 8/87, coursework completed, degree n ot awarded Recipient of Spanish Bi-Lingualism Scholarship University of Delaware (BA) Psychology with concentration in Women's Studies, 6/86 Early Admittance into Honors Program languages French - Level 3 (written/spoken); Spanish - Level 3 (written/spoken) ; Bengali - Level 2 (spoken) other accomplishments NACE speaker 2010, 2008 SHRM Staffing speaker 2010 RPO Summit speaker 2009 (awarded HRO Superstar by HRO Today magazine)
