Andrew Sutherland is an experienced talent acquisition and executive recruitment professional. He has over 20 years of experience recruiting for various industries including technology, engineering, consumer products, and professional services. Currently, he works as a senior recruiter for Genesis PURE, where he is responsible for recruiting over 80 employees and developing the company's talent acquisition strategy and processes. Prior to this role, he worked as a managing consultant for FutureStep, a retained executive search firm, and held other recruitment roles at JCPenney, Constructors & Associates, and Dinte Resources.
This document is a resume for Lynn M. Arts, who has over 15 years of experience in recruiting and human resources. She has worked in both in-house recruiting roles and as a consultant for recruitment process outsourcing (RPO) firms. Her experience includes full-cycle recruiting, developing diversity recruiting strategies, and building relationships with hiring managers. She has expertise recruiting for various industries including manufacturing, healthcare, finance, and engineering roles.
Monica Howard is an experienced recruitment professional with over 9 years of experience in corporate recruiting and staffing. She has a proven track record of reducing costs and turnover rates. Her expertise includes high volume recruitment through various online platforms and social media, developing recruitment strategies, and managing recruitment teams. Currently she works as a Corporate Recruiter for RSA Medical, where she has recruited over 350 medical professionals annually and spearheaded a successful social media campaign.
Tigress Smith is a human resource professional with over 10 years of experience in recruitment, training, and compliance. She has held positions at staffing agencies, security firms, and wireless companies. She has a Master's degree in Human Resource Management and is an active member of HR professional organizations. Her experience includes improving hiring and training processes, ensuring regulatory compliance, and increasing sales revenue through customer service.
1. The document discusses talent acquisition and management in social organizations. It focuses on how social organizations can effectively attract, recruit, and retain talent despite constraints like lower salary structures.
2. It outlines different approaches to talent acquisition, including building an agile function, strong employer branding, leveraging social media, and using metrics to improve performance. New technologies are also changing how organizations source candidates.
3. Managing the fundamentals of networking, technology, and marketing is key to the talent acquisition process. Onboarding is also important for integrating new employees. The conclusion emphasizes that an open talent management system allows organizations to access skills flexibly.
Corporate Recruitment professional with over 12 years of talent acquisition experience in startup through global Fortune 1000 companies. Extensive background in sourcing utilizing social media, databases, open web, referrals, and networking. Experienced in offer creation and negotiation, veteran programs, vendor management, contract negotiation, developing search campaigns, and management of the overall recruiting process. Proficient in Taleo, PeopleFluent, Microsoft Office, and other recruiting software.
The document discusses the changing landscape of talent acquisition and the opportunity for talent acquisition leaders to take on a more strategic role in workforce management. Key points include:
1) The workforce is becoming more complex with a rise in contingent and freelance workers, requiring talent acquisition to consider a variety of talent sourcing options beyond just full-time employees.
2) Talent acquisition has an opportunity to extend its influence and value by leading strategic workforce management efforts to optimize both internal and external labor resources to meet changing business needs.
3) While companies recognize the benefits of a more holistic approach, substantial organizational barriers remain, including silos between business units and a lack of understanding among decision makers of all available talent options
Christina Leblanc has over 10 years of experience leveraging data-driven methodologies to design and implement innovative recruiting techniques. As Human Resources Director for Wilson County Government, she translated data into actionable intelligence which increased diversity hiring and compliance. She has consulted for various companies, developing strategic sourcing methods and diversity programs to attract candidates beyond traditional measures.
The document discusses talent acquisition and recruitment. It defines talent acquisition as a strategic process of attracting and developing the right people with the right skills. Talent acquisition focuses on long-term strategies and developing a talent pipeline, while recruitment focuses on filling open positions. An effective talent acquisition strategy involves conducting workforce planning, building an employer brand, sourcing and recruiting candidates both internally and externally, using recruiting technology, developing onboarding programs, and utilizing data analytics.
This document is a resume for Lynn M. Arts, who has over 15 years of experience in recruiting and human resources. She has worked in both in-house recruiting roles and as a consultant for recruitment process outsourcing (RPO) firms. Her experience includes full-cycle recruiting, developing diversity recruiting strategies, and building relationships with hiring managers. She has expertise recruiting for various industries including manufacturing, healthcare, finance, and engineering roles.
Monica Howard is an experienced recruitment professional with over 9 years of experience in corporate recruiting and staffing. She has a proven track record of reducing costs and turnover rates. Her expertise includes high volume recruitment through various online platforms and social media, developing recruitment strategies, and managing recruitment teams. Currently she works as a Corporate Recruiter for RSA Medical, where she has recruited over 350 medical professionals annually and spearheaded a successful social media campaign.
Tigress Smith is a human resource professional with over 10 years of experience in recruitment, training, and compliance. She has held positions at staffing agencies, security firms, and wireless companies. She has a Master's degree in Human Resource Management and is an active member of HR professional organizations. Her experience includes improving hiring and training processes, ensuring regulatory compliance, and increasing sales revenue through customer service.
1. The document discusses talent acquisition and management in social organizations. It focuses on how social organizations can effectively attract, recruit, and retain talent despite constraints like lower salary structures.
2. It outlines different approaches to talent acquisition, including building an agile function, strong employer branding, leveraging social media, and using metrics to improve performance. New technologies are also changing how organizations source candidates.
3. Managing the fundamentals of networking, technology, and marketing is key to the talent acquisition process. Onboarding is also important for integrating new employees. The conclusion emphasizes that an open talent management system allows organizations to access skills flexibly.
Corporate Recruitment professional with over 12 years of talent acquisition experience in startup through global Fortune 1000 companies. Extensive background in sourcing utilizing social media, databases, open web, referrals, and networking. Experienced in offer creation and negotiation, veteran programs, vendor management, contract negotiation, developing search campaigns, and management of the overall recruiting process. Proficient in Taleo, PeopleFluent, Microsoft Office, and other recruiting software.
The document discusses the changing landscape of talent acquisition and the opportunity for talent acquisition leaders to take on a more strategic role in workforce management. Key points include:
1) The workforce is becoming more complex with a rise in contingent and freelance workers, requiring talent acquisition to consider a variety of talent sourcing options beyond just full-time employees.
2) Talent acquisition has an opportunity to extend its influence and value by leading strategic workforce management efforts to optimize both internal and external labor resources to meet changing business needs.
3) While companies recognize the benefits of a more holistic approach, substantial organizational barriers remain, including silos between business units and a lack of understanding among decision makers of all available talent options
Christina Leblanc has over 10 years of experience leveraging data-driven methodologies to design and implement innovative recruiting techniques. As Human Resources Director for Wilson County Government, she translated data into actionable intelligence which increased diversity hiring and compliance. She has consulted for various companies, developing strategic sourcing methods and diversity programs to attract candidates beyond traditional measures.
The document discusses talent acquisition and recruitment. It defines talent acquisition as a strategic process of attracting and developing the right people with the right skills. Talent acquisition focuses on long-term strategies and developing a talent pipeline, while recruitment focuses on filling open positions. An effective talent acquisition strategy involves conducting workforce planning, building an employer brand, sourcing and recruiting candidates both internally and externally, using recruiting technology, developing onboarding programs, and utilizing data analytics.
Be ahead of the trend, not behind it: 56% of global talent leaders are prioritizing talent branding for their company this year. But, in order to have a strong talent brand, it’s critical for you to focus on the connection between talent acquisition and marketing.
In this presentation, we’ll go over how you can apply common marketing principles to develop and execute on your talent brand.
You’ll learn how to:
- Identify the right players from your marketing team to collaborate with on your talent brand
- Align your talent brand strategy with your marketing strategy
- Learn the best marketing tools to build and assess your strategy
A Blueprint for Modern Talent Acquisition - Webinar SlidesUntangl, LLC.
These are the slides used by Bill Boorman and Ty Abernethy during their August 5th webinar on the topic of the popular white paper, A Blueprint for Modern Talent Acquisition.
Recruiters in India face challenges in finding quality talent to fill important roles, as the number of applications has increased but few candidates actually meet job requirements. New tools and practices are helping recruiters hire better candidates more efficiently. Talent screeners and realistic job previews help reduce the number of irrelevant applications and improve applicant quality. Recruiters are also using more advanced background checks, behavioral assessments, and social media to identify the right candidates. These new approaches help recruiters spend less time and resources on hiring while improving hiring outcomes.
The document discusses creating recruitment strategies beyond talent acquisition. It outlines foundations of the talent acquisition process like sourcing, recruitment, selection and placement. It emphasizes internalizing core values and using them to guide an organization's mission, vision and purpose. The recruitment strategies should consider the 3Ts of talent, technology and takings, representing internal engagement through processes and external engagement. The document provides tools to assess an organization's current talent acquisition strengths and weaknesses.
Dan Medlin is a talent acquisition manager with 24 years of experience in human resources and recruiting. He has expertise in strategic talent acquisition, global recruiting, applicant tracking systems, and employer branding. Some key aspects of his proposed strategic talent acquisition re-engineering include conducting a recruiting system assessment, developing a defined recruitment business process, integrating a best-in-class applicant tracking system, building the company brand, and initiating a broad candidate sourcing strategy.
The document discusses Talent Acquisition strategies and goals for Heineken Mexico. It aims to evolve processes, procedures, and tools to attract the right talent. Specific initiatives include standardizing the onboarding process, enhancing candidate screening and assessment, and improving internal job posting guidelines and communication. Key performance indicators focus on hiring metrics like time to fill and sourcing effectiveness. The strategy establishes sourcing approaches for strategic partner universities and technical schools. Employer branding and an applicant tracking system are also areas of focus.
This summary provides an overview of Bob Fors' qualifications and experience in 3 sentences:
Bob Fors has over 16 years of experience in recruiting, team leadership, and operations management in both the private and public sectors. He has expertise in full-cycle recruiting across multiple industries, as well as experience managing applicant tracking systems and vendor relationships. His background demonstrates a track record of consistently exceeding recruiting goals and metrics through individual contributions and team leadership.
The document contains personal and employment details of Kevin Strydom including his contact information, education history, computer skills, languages, and detailed employment history working as a recruitment consultant for various companies over 15 years where he was responsible for tasks like new business development, client relations, candidate sourcing and placement, and business reporting. References are also provided from previous employers and colleagues who can attest to his work history and performance.
The document discusses how to build a team of talent advisors. It covers identifying potential talent advisors by looking for skills like business acumen, networking abilities, and sales experience. It also discusses enhancing the knowledge of talent advisors through continuous training, certifications, and gamified recruiting events. Finally, it discusses measuring the performance of talent advisors by balancing metrics related to process, strategy, customer focus, and using scorecards that provide feedback from hiring managers and new hires. The goal is to transform recruiters into strategic partners who can influence hiring decisions and drive better business outcomes.
This document outlines trends and best practices in talent acquisition based on a presentation by Simon Parkin. It discusses moving away from an overly automated applicant tracking system (ATS) to a candidate relationship management (CRM) tool. It also emphasizes deeper candidate assessment, balancing candidate experience with evaluation, using data to calibrate internal and external talent, and training recruiters to serve as talent advisors rather than just administrators. Recruitment is seen as underfunded and in need of improved capabilities, sourcing, and executive support. Best practices highlighted include boomerang hiring, varied interview panels, mobile optimization, and leveraging LinkedIn.
Origin is motivated to make a real-world impact through its work helping people interact with their utility provider and community. It offers competitive compensation and benefits, opportunities for career growth in various tracks, and a culture of capable and caring colleagues focused on development. Working at Origin provides the chance to do work that matters by helping utilities deliver excellence to customers through innovative solutions.
Your Roadmap to Become a Strategic Talent Acquisition Organization | WebcastLinkedIn Talent Solutions
In this free webinar, Meritage Talent Solution's founder, Kara Yarnot, and LinkedIn’s Pam Hoadley introduce LinkedIn’s Strategic Talent Acquisition Roadmap. This framework can help you transform your talent acquisition organization from traditional to strategic, making your team instrumental to the success of the business.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Learn about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Close to 80% of organizations surveyed believe that benchmarking talent improves workplace quality and workforce quality. Benchmarking is used by organizations for performance assessments, hiring, and retaining employees. It helps make processes like hiring and performance reviews more objective. However, some organizations face challenges in benchmarking talent due to lack of resources and expertise, as well as cultural variations.
The document summarizes the talent acquisition strategy and recruiting process at CBI. It discusses attracting top talent by hiring for core values first and being an employer of choice. The full-cycle recruitment process is owned by recruiters who source, screen, and schedule candidates. The recruiting guidebook outlines best practices for performance-based interviewing and legal interview questions. The goal is for the candidate experience to become the employee experience and ultimately the customer experience.
Labarron McClendon is a senior human resources director with over 20 years of experience in human resources, marketing, and community relations roles. He has a track record of developing high-performing cultures and strategic programs to attract, retain, and develop talent. Currently consulting, his past roles include vice president positions focused on government affairs, community relations, marketing and human resources. He has expertise in areas such as organizational development, training, diversity and inclusion, and community outreach.
Rusty Roof has over 12 years of experience in human resources, including business partnering, recruiting, policy creation, and employee relations. He is currently the Director of Human Resources at The Longaberger Company, where he has reduced benefits costs by over $400,000 and workers' compensation claims by over $645,000. Previously he was an HR Manager, Recruiting Supervisor, and Associate Recruiter, focusing on talent management, process improvement, and developing internship programs.
This document discusses how to identify, qualify, and work with executive search firms. It explains that traditional recruitment methods are often ineffective for fulfilling critical needs, so organizations are turning to executive search firms. It provides guidance on identifying reputable search firms, qualifying firms for specific assignments, and supporting a successful search process. The summary discusses evaluating retained versus contingency search firms and the key differences between them. It also provides questions to ask search firms prior to retaining them to ensure the firm and process will meet the organization's needs.
The document discusses the evolution of Recruitment Process Outsourcing (RPO) from a tactical administrative service to a more strategic endeavor responsible for driving organizational change and business outcomes. It notes that 53% of organizations are currently investing in RPO or planning to over the next 12 months. RPO is helping companies improve efficiencies, reduce costs, and enhance processes. The document also examines how successful organizations build trusted partnerships with RPO providers, consider total talent acquisition of both permanent and contingent workers, and implement key capabilities like customizing processes while maintaining performance standards.
Top Ten Best Practices for Talent Acquisition ClearedJobs.Net
Kathleen Smith, CMO, ClearedJobs.Net presented at the Tidewater Techexpo Business to Government Conference on Top Ten Best Practices for Talent Acquisition. This presentation is focused on small to medium size businesses who can and should engage their business development community along with their talent acquisition community.
Talent Acquisition Best Practices Process Mapblayton551
Stanton Chase views the talent acquisition process as an ongoing strategic initiative focused on mid and senior level management positions. They utilize a best practices approach including engagement refinement, program assessment and launch, candidate development, research, soft qualification and assessment, coordination of interviews, and feedback and negotiations. The goal is attraction, assessment, and acquisition of top talent as a key business process.
Michele Heidari is an experienced recruiting professional seeking a senior recruiting position. She has over 15 years of experience in recruitment sourcing, selection, interviewing, and relationship management. She is skilled at developing recruitment strategies, sourcing candidates, screening and interviewing, and meeting staffing goals. Currently, she is a senior recruiter at Sears Holdings Corporation where she is accountable for recruitment programs and projects.
Edward Zapolsky has over 15 years of experience leading large-scale recruiting initiatives. He is currently the Senior Director of Career Management and Recruiting Operations at Forge, Inc., where he leverages his expertise in business development and personnel recruitment. Previously, he spent 10 years as Vice President of Recruiting at Acclaim Technical Services, growing their staffing department to generate $45M annually by recruiting thousands of security-cleared professionals. He has a track record of successfully recruiting professionals across various roles, including intelligence analysts, IT professionals, and foreign language speakers. Zapolsky holds a Bachelor of Science and Arts in Psychology from Southern Illinois University.
Be ahead of the trend, not behind it: 56% of global talent leaders are prioritizing talent branding for their company this year. But, in order to have a strong talent brand, it’s critical for you to focus on the connection between talent acquisition and marketing.
In this presentation, we’ll go over how you can apply common marketing principles to develop and execute on your talent brand.
You’ll learn how to:
- Identify the right players from your marketing team to collaborate with on your talent brand
- Align your talent brand strategy with your marketing strategy
- Learn the best marketing tools to build and assess your strategy
A Blueprint for Modern Talent Acquisition - Webinar SlidesUntangl, LLC.
These are the slides used by Bill Boorman and Ty Abernethy during their August 5th webinar on the topic of the popular white paper, A Blueprint for Modern Talent Acquisition.
Recruiters in India face challenges in finding quality talent to fill important roles, as the number of applications has increased but few candidates actually meet job requirements. New tools and practices are helping recruiters hire better candidates more efficiently. Talent screeners and realistic job previews help reduce the number of irrelevant applications and improve applicant quality. Recruiters are also using more advanced background checks, behavioral assessments, and social media to identify the right candidates. These new approaches help recruiters spend less time and resources on hiring while improving hiring outcomes.
The document discusses creating recruitment strategies beyond talent acquisition. It outlines foundations of the talent acquisition process like sourcing, recruitment, selection and placement. It emphasizes internalizing core values and using them to guide an organization's mission, vision and purpose. The recruitment strategies should consider the 3Ts of talent, technology and takings, representing internal engagement through processes and external engagement. The document provides tools to assess an organization's current talent acquisition strengths and weaknesses.
Dan Medlin is a talent acquisition manager with 24 years of experience in human resources and recruiting. He has expertise in strategic talent acquisition, global recruiting, applicant tracking systems, and employer branding. Some key aspects of his proposed strategic talent acquisition re-engineering include conducting a recruiting system assessment, developing a defined recruitment business process, integrating a best-in-class applicant tracking system, building the company brand, and initiating a broad candidate sourcing strategy.
The document discusses Talent Acquisition strategies and goals for Heineken Mexico. It aims to evolve processes, procedures, and tools to attract the right talent. Specific initiatives include standardizing the onboarding process, enhancing candidate screening and assessment, and improving internal job posting guidelines and communication. Key performance indicators focus on hiring metrics like time to fill and sourcing effectiveness. The strategy establishes sourcing approaches for strategic partner universities and technical schools. Employer branding and an applicant tracking system are also areas of focus.
This summary provides an overview of Bob Fors' qualifications and experience in 3 sentences:
Bob Fors has over 16 years of experience in recruiting, team leadership, and operations management in both the private and public sectors. He has expertise in full-cycle recruiting across multiple industries, as well as experience managing applicant tracking systems and vendor relationships. His background demonstrates a track record of consistently exceeding recruiting goals and metrics through individual contributions and team leadership.
The document contains personal and employment details of Kevin Strydom including his contact information, education history, computer skills, languages, and detailed employment history working as a recruitment consultant for various companies over 15 years where he was responsible for tasks like new business development, client relations, candidate sourcing and placement, and business reporting. References are also provided from previous employers and colleagues who can attest to his work history and performance.
The document discusses how to build a team of talent advisors. It covers identifying potential talent advisors by looking for skills like business acumen, networking abilities, and sales experience. It also discusses enhancing the knowledge of talent advisors through continuous training, certifications, and gamified recruiting events. Finally, it discusses measuring the performance of talent advisors by balancing metrics related to process, strategy, customer focus, and using scorecards that provide feedback from hiring managers and new hires. The goal is to transform recruiters into strategic partners who can influence hiring decisions and drive better business outcomes.
This document outlines trends and best practices in talent acquisition based on a presentation by Simon Parkin. It discusses moving away from an overly automated applicant tracking system (ATS) to a candidate relationship management (CRM) tool. It also emphasizes deeper candidate assessment, balancing candidate experience with evaluation, using data to calibrate internal and external talent, and training recruiters to serve as talent advisors rather than just administrators. Recruitment is seen as underfunded and in need of improved capabilities, sourcing, and executive support. Best practices highlighted include boomerang hiring, varied interview panels, mobile optimization, and leveraging LinkedIn.
Origin is motivated to make a real-world impact through its work helping people interact with their utility provider and community. It offers competitive compensation and benefits, opportunities for career growth in various tracks, and a culture of capable and caring colleagues focused on development. Working at Origin provides the chance to do work that matters by helping utilities deliver excellence to customers through innovative solutions.
Your Roadmap to Become a Strategic Talent Acquisition Organization | WebcastLinkedIn Talent Solutions
In this free webinar, Meritage Talent Solution's founder, Kara Yarnot, and LinkedIn’s Pam Hoadley introduce LinkedIn’s Strategic Talent Acquisition Roadmap. This framework can help you transform your talent acquisition organization from traditional to strategic, making your team instrumental to the success of the business.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Learn about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Close to 80% of organizations surveyed believe that benchmarking talent improves workplace quality and workforce quality. Benchmarking is used by organizations for performance assessments, hiring, and retaining employees. It helps make processes like hiring and performance reviews more objective. However, some organizations face challenges in benchmarking talent due to lack of resources and expertise, as well as cultural variations.
The document summarizes the talent acquisition strategy and recruiting process at CBI. It discusses attracting top talent by hiring for core values first and being an employer of choice. The full-cycle recruitment process is owned by recruiters who source, screen, and schedule candidates. The recruiting guidebook outlines best practices for performance-based interviewing and legal interview questions. The goal is for the candidate experience to become the employee experience and ultimately the customer experience.
Labarron McClendon is a senior human resources director with over 20 years of experience in human resources, marketing, and community relations roles. He has a track record of developing high-performing cultures and strategic programs to attract, retain, and develop talent. Currently consulting, his past roles include vice president positions focused on government affairs, community relations, marketing and human resources. He has expertise in areas such as organizational development, training, diversity and inclusion, and community outreach.
Rusty Roof has over 12 years of experience in human resources, including business partnering, recruiting, policy creation, and employee relations. He is currently the Director of Human Resources at The Longaberger Company, where he has reduced benefits costs by over $400,000 and workers' compensation claims by over $645,000. Previously he was an HR Manager, Recruiting Supervisor, and Associate Recruiter, focusing on talent management, process improvement, and developing internship programs.
This document discusses how to identify, qualify, and work with executive search firms. It explains that traditional recruitment methods are often ineffective for fulfilling critical needs, so organizations are turning to executive search firms. It provides guidance on identifying reputable search firms, qualifying firms for specific assignments, and supporting a successful search process. The summary discusses evaluating retained versus contingency search firms and the key differences between them. It also provides questions to ask search firms prior to retaining them to ensure the firm and process will meet the organization's needs.
The document discusses the evolution of Recruitment Process Outsourcing (RPO) from a tactical administrative service to a more strategic endeavor responsible for driving organizational change and business outcomes. It notes that 53% of organizations are currently investing in RPO or planning to over the next 12 months. RPO is helping companies improve efficiencies, reduce costs, and enhance processes. The document also examines how successful organizations build trusted partnerships with RPO providers, consider total talent acquisition of both permanent and contingent workers, and implement key capabilities like customizing processes while maintaining performance standards.
Top Ten Best Practices for Talent Acquisition ClearedJobs.Net
Kathleen Smith, CMO, ClearedJobs.Net presented at the Tidewater Techexpo Business to Government Conference on Top Ten Best Practices for Talent Acquisition. This presentation is focused on small to medium size businesses who can and should engage their business development community along with their talent acquisition community.
Talent Acquisition Best Practices Process Mapblayton551
Stanton Chase views the talent acquisition process as an ongoing strategic initiative focused on mid and senior level management positions. They utilize a best practices approach including engagement refinement, program assessment and launch, candidate development, research, soft qualification and assessment, coordination of interviews, and feedback and negotiations. The goal is attraction, assessment, and acquisition of top talent as a key business process.
Michele Heidari is an experienced recruiting professional seeking a senior recruiting position. She has over 15 years of experience in recruitment sourcing, selection, interviewing, and relationship management. She is skilled at developing recruitment strategies, sourcing candidates, screening and interviewing, and meeting staffing goals. Currently, she is a senior recruiter at Sears Holdings Corporation where she is accountable for recruitment programs and projects.
Edward Zapolsky has over 15 years of experience leading large-scale recruiting initiatives. He is currently the Senior Director of Career Management and Recruiting Operations at Forge, Inc., where he leverages his expertise in business development and personnel recruitment. Previously, he spent 10 years as Vice President of Recruiting at Acclaim Technical Services, growing their staffing department to generate $45M annually by recruiting thousands of security-cleared professionals. He has a track record of successfully recruiting professionals across various roles, including intelligence analysts, IT professionals, and foreign language speakers. Zapolsky holds a Bachelor of Science and Arts in Psychology from Southern Illinois University.
This document provides a summary of Tina M. Pero's experience as a senior talent acquisition professional with over 10 years of experience recruiting for technology and product organizations. She has worked for Fortune 500 companies recruiting executives, senior level professionals, and associates. Her experience includes full lifecycle recruiting, developing hiring strategies, managing other recruiters, and partnering with senior leadership.
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.
Kay Kelison is a principal sourcer and social media strategist with over 15 years of experience sourcing for diversity initiatives at companies like Microsoft, Amazon, and T-Mobile. She has experience developing social media strategies, blogging, and creating mobile apps. Currently she works as a principal diversity program manager at Microsoft focusing on mid-level to director level professionals.
Sam C Reddy provides a resume summarizing his experience as a technical recruiter and HR professional over 25 years. He holds two degrees from Osmania University in India and has recruited for various companies in India, Australia, and the United States. Currently, he works as a senior technical recruiter for Computek Solutions, where he manages the full recruitment lifecycle and has increased sales year over year.
Victor Koytikh has over 15 years of experience in recruiting and sales. He has worked as a senior recruiter for several IT staffing firms, helping to fill positions from IT developers to VP of IT. He has a proven track record of meeting recruiting goals and reducing costs. Koytikh has extensive experience performing the full recruitment lifecycle, including identifying candidates, assessing skills, making job offers, and ensuring compliance with policies.
This document contains a summary of Shawn Arbid's qualifications and experience in talent acquisition and recruiting. It outlines his 18+ years of experience in full life cycle recruiting, developing staffing strategies, and building relationships with hiring managers. It also lists his technical skills and software proficiencies. His experience includes senior recruiting roles at several companies, including Brunswick Corporation, Panduit Corporation, and Follett Higher Education Group.
Corporate Recruitment professional with over 12 years of talent acquisition experience in startup through global Fortune 1000 companies. Extensive background in sourcing utilizing social media, databases, open web, referrals, and networking. Experienced in offer creation and negotiation, veteran programs, vendor management, contract negotiation, developing search campaigns, and management of the overall recruiting process. Proficient in Taleo, PeopleFluent, Microsoft Office, and other recruiting software.
Kegan Tarver is seeking a position in human resources and has over 5 years of experience in talent acquisition, recruitment, and office administration. He holds a Bachelor's degree in Business Administration from Miles College and an Associate's degree from Lawson State Community College. Currently he works as a Human Resource Generalist and Talent Acquisition Supervisor at BLG Logistics where he is responsible for recruitment, compliance, and managing the talent acquisition team. Prior to this he worked as an Office Administrator at Oakland Memorial Gardens Cemetery where he handled marketing, payroll, and general office administration.
Deep Sidhu - US IT STAFFING - Recruitment Manager / Recruitment lead / Recrui...Deepinderjit Sidhu
US IT STAFFING - Recruitment Manager / Recruitment lead / IT Recruiter / US Technical Recruiter / Technical resource specalist (US STaffing and Consulting - Chandigarh)
Lindsay Nolan has over 20 years of experience in strategic talent acquisition, client development, and people management. She has worked in recruiting for industries such as IT, finance, manufacturing, and pharmaceuticals. Currently she is the Manager of Talent Acquisition at CertainTeed, where her responsibilities include developing recruiting strategies, managing a team of recruiters, implementing tools and processes to improve time-to-fill, and partnering with business leaders. Previously she held recruiting roles at Manpower Group, PSCI, The Judge Group, and Tower Consultants, gaining experience in both retained and contingency search models.
Cate Sprout has over 15 years of experience in talent acquisition. She is currently the Director of Talent Acquisition at CHS Inc., a Fortune 100 agribusiness company, where she has established staffing processes, implemented an applicant tracking system, and oversees recruiting initiatives including military and internship programs. Previously, she held talent acquisition roles at Datacard Corporation and Medtronic Corporation, where she developed recruiting strategies and tools.
Lisa Kasiman is a recruitment professional with over 15 years of experience in talent acquisition. She has a proven track record of sourcing and hiring exceptional candidates and managing full-cycle recruitment. Currently she is a Recruiter II at Spirit Airlines where she is responsible for recruiting over 100 IT positions annually. Previously she has held talent acquisition roles at various companies where she developed recruitment strategies and processes to meet aggressive hiring goals.
Take Charge of Your Recruiting Process and Empower Your Team To Proactively R...SGA Talent
SGA Talent presents a playbook on how to use recruitment research to proactively recruit. What is recruitment research? Recruitment Research is the pathway to Recruiting Success. Recruitment research creating recruiting efficiency and provides talent intelligence used for recruiting, succession planning, diversity recruiting and diversity studies. SGA Talent, a leader in recruitment research.
E'Rah Anwer is an experienced recruitment expert and IT recruiter with over 15 years of experience in recruitment, operations management, and business development. She has expertise in full-cycle recruitment including sourcing candidates, interviewing, recruiting, and onboarding. She is skilled at identifying client needs and writing effective job descriptions to attract qualified candidates. Currently she works as a Talent Acquisition Specialist at AT&T where she leads recruitment efforts and interacts with leadership teams.
Nancy Gupta has over 5 years of experience in technical recruiting. She has successfully recruited candidates for large companies in various industries. Her responsibilities include identifying hiring needs, posting open positions, screening and interviewing candidates, checking references, making offers, and ensuring onboarding paperwork is completed. She sources candidates through job boards, networking, referrals, and other methods. Nancy maintains candidate databases and provides feedback to clients on her company's recruiting performance.
High Potential Collaborative Talent Acquisition Management / Executive Recruiting / Social Networking Consultant results oriented professional drives equity, diversity, agility with people analytics and leverages data driven analysis to provide insightful, actionable intelligence.
Cynthia Shelton has over 15 years of experience in senior human resources roles. She has a proven track record of recruiting top talent, implementing HR systems, and directing international hiring. Currently, she is the Senior HR Manager at American Canine Detection Services where she supervises employees, facilitates training programs, and oversees applicant tracking and hiring processes.
This document provides an overview of recruitment marketing. It defines recruitment marketing as communications used to attract talent, including career websites, blogs, job postings, photos/videos, social media, events, emails, and display advertising. It explains that the goal is to entice candidates to visit a career site by creating a compelling message. It also discusses solving recruitment challenges by understanding the hiring funnel and addressing problems with hiring and employer branding.
This chapter provides an overview of employer branding, including defining an employer value proposition, understanding the components of an employer brand, recognizing common branding challenges, and reaping the benefits of a strong brand such as lower recruiting costs and higher employee retention. It emphasizes that an authentic employer brand aligned with a company's culture is key to attracting top talent.
This document summarizes a presentation on 10 ways to recalibrate recruiting processes and technology. The presentation discusses (1) harmonizing recruiting actions with feelings and sense, (2) deconstructing processes to identify part failures, and (3) removing unreasonable elements to rationalize processes. It also covers transforming recruiting to focus on talent as a competitive advantage, optimizing workspaces, synthesizing systems, visualizing the future of recruiting, normalizing project planning, inventorying resources, and socializing with others to share ideas. The goal is to help staffing leaders and solution providers deliver better results for their clients.
The document discusses how to attract the right talent by communicating a company's culture and values through its talent brand. It emphasizes that 71% of people join an organization and 75% decide to stay based on its talent brand. The document then outlines how to connect a company's brand to the recruiting process through external touchpoints like career websites and social media, as well as through the application process with good communication. It stresses testing a company's recruiting process to ensure it supports conveying the brand to candidates.
The document discusses 7 techniques for maintaining motivation over the long term: 1) have clear goals and vision, 2) focus on successes not failures, 3) consider who you help outside yourself, 4) continuously learn, 5) make unpleasant tasks more pleasant, 6) dedicate time to hobbies, and 7) take breaks to recharge. Implementing these techniques can help create self-sustaining motivation.
This document discusses strategies for attracting high achievers, including developing compelling employment value propositions (EVPs), aligning sourcing tactics with hiring strategies, implementing early sourcing to target active candidates, and networking to reach potential candidates through various connections. It provides a case study of recruiting a VP of HR and recommendations for writing job descriptions, interviewing, and onboarding to support performance-based hiring.
ERE Webex Succession Planning Long Term Sept 22 2010Andrew Sutherland
In the recovery period of one of the worst recessions in years, it can be difficult to think ahead to where your employees will stand in a year, let alone five. But leadership development is crucial to the success of your organization and succession planning needs to start before employees are even hired.
In this informative webinar, George Bradt of PrimeGenesis will cover the essentials of an effective long term succession planning strategy. Learn how to create a strategy that will prepare your employees to smoothly transition from role to role, from the onboarding process all the way to leadership positions. Make sure your organization is prepared for the future!
This document discusses strategies for linking performance management, data management, and succession planning. It emphasizes that performance management and succession planning should be integrated, ongoing activities rather than one-time events. Clearly defined objectives aligned across levels are key to effective performance management. Succession planning requires identifying high-potential performers, assessing their readiness, and providing development opportunities through assignments, rotations, and mentors. Both performance management and succession planning are most effective when supported by senior leadership and integrated with other HR systems.
The document discusses several key trends in global recruiting:
1. Globalization has led to ubiquitous mobility and shortages of key skills. Recruiting has become highly dependent on the internet.
2. However, recruiting still remains local to an extent. Local markets and cultures must be deeply understood.
3. Countries like China are producing more graduates in fields like engineering than the US. Offshoring of jobs to locations with lower costs but still high skills is a major trend.
4. Social networks and virtual relationships are becoming more important for recruiting globally. Companies must build strong online presences and engage candidates through new technologies. Local execution based on global principles is needed.
1. ANDREW SUTHERLAND
7721 San Isabel Drive Plano, Texas 75025
(214) 709-1790 recruiter.sutherland@gmail.com
http://www.linkedin.com/in/andrewsutherland
SUMMARY
Executive Search * Corporate Recruitment * Talent Acquisition Systems * Employer Branding
Enterprise recruitment professional offering diversified Talent Acquisition and Business experience. Expert in executive
search, technical recruiting, social media networking, talent sourcing, candidate development, ATS / CRM, and client
management for technology, engineering, industrial and consumer markets.
EXPERIENCE
GENESIS PURE INC., Frisco, Texas
Senior Recruiter – Talent Acquisition 01/14-10/16
Senior Corporate Recruiter, reporting to the Head of HR, solely accountable for domestic and international Recruitment and
Staffing operations. Source, interview, assess and hire Candidates for positions in Information Technology, Application
Development, Digital Marketing, Product Management, R&D, Sales and Customer Support, Legal, and Finance.
Executed the company’s relocation plan from UT to TX with the establishment of a new corporate headquarters in Frisco
TX as of January 2014. Efforts resulted in the hiring and onboarding of over 80 new employees in the first 12 months.
Manage recruitment strategy based predominantly on utilizing no-cost/low-cost resources including personal mobile
device, social/professional networks, online career boards and resume databases, search engines, and the company
Careers site and ATS (OnDemand).
Led all recruitment efforts to staff the company’s first Hybrid Mobile Application Development team, including
Development Director, Technical/Cloud Architect, Full Stack Developer, and Front-end Developers.
Promote and protect the Genesis PURE employer brand across all media in a manner that drives the Company mission
of “Whole Health”, business model (Direct Sales/MLM), and culture.
Increased passive and active Candidate Pools; attracted over 5,000 new applicants/resumes in ATS via social media
campaigns and targeted recruitment advertising. Strengthened social media engagement by doubling LinkedIn
Company Page Followers year over year to 3,500+, providing company branded updates, blogs, and links.
Wrote the Wellness Advisory Board’s new member Recruitment and Vetting process, and led the search to appoint the
company’s first Advisory Board member from the field of Dermatology.
Created and revised inventory of current and compliant Job Descriptions for every position in the Company, updated
Employment Offer template, and established pre-employment background/screening process.
FUTURESTEP, A KORN/FERRY COMPANY, Dallas, Texas
Managing Consultant – Retained Executive Search 01/12-12/13
Executive Search Project Leader accountable for managing and executing on multiple search assignments exclusively on
a retained basis. Led searches for positions with Total Compensation of $125K - $300K in Consumer & Retail, Professional
Services, Technology, Industrial and Manufacturing, each generating fee revenue of 33% of Base & Bonus.
Performed as the primary point of contact with clients throughout the entire project lifecycle, maintaining full ownership
for the successful and timely execution of searches.
Created comprehensive candidate sourcing and recruitment project plans and managed to the plan on time, in budget
and with the highest quality. Directly supervised assigned Research Associates on each project.
Utilized a combination of experience-based, behavioral-based, and online-assessment interviewing methods to
evaluate and measure the quality and suitability of candidates for client presentation.
Collaborated with firm Partners and Sector Leaders to develop new business opportunities and win retained searches.
Made formal written and verbal presentations outlining Firm capabilities and search strategies to prospective clients.
JCPENNEY COMPANY, Plano, Texas
Talent Acquisition Manager, Private Brands and Executive Recruitment 02/10-01/12
2. Andrew Sutherland, Page 2
Managed and performed end-to-end acquisition process of management and executive-level talent for corporate positions
in product design, development and global sourcing (“private brands”), planning and allocation, merchandising, finance and
strategic planning, human resources, legal, and marketing.
Executed executive search assignments as lead recruiter in collaboration with hiring managers and HR business
partners. Sourced, engaged and hired top, diverse candidates from competitors and targeted organizations.
Partnered with retained executive search firms as company representative on specific assignments, managed vendor
performance and ensured internal client satisfaction.
Increased diversity representation of candidates interviewed and hired for leadership positions in legal, general counsel,
HR, and digital departments via targeted candidate profile and relevant membership association research.
Drove diversity recruitment through networking as recruiting ambassador of JCPenney Asian American group (JAAG),
one of ten associate resource teams.
Collaborated on interdepartmental project teams to redesign and enhance company’s social media and mobile platform
recruitment channels as well as associate referral program.
CONSTRUCTORS & ASSOCIATES / STRUCTURE TONE, Dallas, Texas
Corporate Recruiter 05/05-12/09
Sourced and recruited candidates in project management, engineering, field operations, estimating, scheduling, and safety,
as well as corporate positions in finance, HR, IT, marketing, and sales/business development. Performed full life-cycle of
recruitment activities for open positions and talent upgrades, with heavy focus on leading nationwide searches to source,
recruit, interview, assess, and hire candidates directly from industry competitors.
Created and executed company-wide (Dallas, Houston, San Antonio, Austin, Kansas City) sourcing, recruitment, and
talent acquisition strategy to support growth of business from $220,000,000 to $350,000,000.
Reduced total turnover from over 40% in 2005 to less than 15% in 2008 by implementing hiring process focused on
targeted recruitment; effective interviewing, assessment and selection of best candidates; training of hiring managers;
negotiating competitive offers; and improving on-boarding and new hire orientation process to increase retention.
Initiated relationships with prospects at competitors, building talent pipeline to anticipate future hiring needs and
decreasing average time-to-fill from more than 90 days to less than 45 days.
Identified talent via phone sourcing and cold calling methods; Internet sourcing utilizing advanced Boolean logic on
search engines, meta search engines, blogs, job boards, resume banks and internal applicant database (ATS); and
networking with industry contacts based on relationships, referrals, and social media/Linkedin.com.
Reduced company’s utilization of fee-based staffing agencies and search firms to less than 10% of all new hires while
simultaneously increasing staff retention rates.
Searched and recruited on up to 20 open positions at one time, contacting up to 30 prospects per day and interviewing
five to ten candidates per week, resulting in hiring of 50 to 60 new employees per year.
Developed and promoted internal employee referral program, generating up to 50% of new hires annually.
Wrote white paper, “13 Steps of the Hiring Process.” Implemented each step to establish consistent recruitment
procedures and ensured company was compliant with EEO and OFCCP. Trained hiring managers and other HR staff
members on process.
UNIVERSITY OF PHOENIX, Dallas, Texas
Business Development Specialist 2003-2005
Recruited an average of 115 student prospects per month from companies, government agencies, and associations within
assigned territory. Developed and maintained relationships with corporate decision makers, such as HR and training
executives as well as department managers.
DINTE RESOURCES, INC., McLean, Virginia
Executive Recruiter - Retained Executive Search 1997-2002
3. Andrew Sutherland, Page 3
Sourced, recruited, interviewed, and assessed passive candidates for retained executive search and interim-executive
assignments on behalf of client organizations, ranging in technology, telecommunications, defense/government c ontracting,
professional services, transportation, manufacturing, health care, and non-profit.
Executed search methodology based on performance milestones to meet client objectives of presenting up to five
qualified candidates in eight to ten weeks for positions in executive management, marketing, sales, operations, finance,
engineering, technology, and human resources.
Analyzed market to generate target company lists based on client parameters, utilized phone sourcing and Internet
sourcing methods to generate names and contact details, and proactively cold-called targeted prospects and referrals.
Led face-to-face candidate interviews to assess experience, skills, behaviors, and personality traits prior to presenting
finalists for client consideration.
Produced detailed candidate reports on all finalists (short-list) submitted to clients based on interviews, assessments,
and observations.
Led presentation meetings with clients’ senior management team and assisted clients in candidate selection process,
compensation negotiation, and credential/reference checking process.
Won new business with General Electric, Nextel, PricewaterhouseCoopers, Raytheon, Veridian, American Diabetes
Association, AARP, MEDTAP International, and Washington Gas & Light Co.
Identified and closed business development opportunities, including generating leads, meeting with new and existing
clients, making presentations, writing proposals, and negotiating fees. Won over $500,000 in new business.
EDUCATION
UNIVERSITY OF QUEENSLAND, Brisbane, QLD (Australia)
B.A., Asian Studies, 1995
CERTIFICATION
Professional in Human Resources (PHR) Certification 2006 - 2012
PROFESSIONAL DEVELOP M ENT
AIRS Certified Internet Recruiter (CIR) - SearchLab and XtremeLab Courses
AFFILIATIONS
Society for Human Resource Management (SHRM)
DFW Staffing Management Alliance
DFW Texas Recruiters Network
Electronic Recruiting Exchange
COMPUTER SKILLS
PeopleSoft ATS, Taleo ATS, Ceridian ATS, Avature CRM, Searcher Express, ATS OnDemand