Carole Dalton has over 20 years of experience in talent acquisition, staffing, and workforce planning. She has managed the recruitment of both entry-level and executive-level roles across multiple industries. Some of her responsibilities have included developing pipelines for niche roles, managing contingent workforces, and reducing time-to-hire and costs. She takes a strategic, metrics-driven approach and focuses on cultural fit within the organization.

1. CCAROLEAROLE DDALTONALTON SSLOVERLOVER, MS, SPHR, MS, SPHR
TTALENTALENT AACQUISITIONCQUISITION
Over the span of my career, I have had responsibility for Talent Acquisition, Staffing and Workforce Planning in
each of my roles. My specific area of expertise includes high level planning of recruitment strategies for positions
ranging from warehouse staff to senior level CFO, General Counsel, CIO roles down to tactical level hands on
interview and selection. Below are some of the highlights of my work in the area of Talent Acquisition.
• My role at Hartstrings involved extensive ongoing pipelining of industry specific niche roles in the
apparel industry, maintaining an ongoing bench of highly technical professional roles. I was also
responsible for recruiting senior level talent including Head Designer, CFO, Chief Merchandisers many
who lived or worked in the NYC area. My experience there also included the ongoing management of the
warehouse staffing, balancing the full-time staff with seasonal contingent workforce for heavy shipping
seasons. I created a successful program to retain full-time warehouse staff and the ongoing return of
temporary staff season after season. Additionally, I maintained relationships with local fashion industry
schools and local talent to create pipelines for niche roles, having significant impact on both time to hire
and cost to hire.
• During my tenure, at Adworks, I was also responsible for the recruiting of the entire US senior leadership
team, assuring cultural fit with the US team, the UK management team and the overall organization. I
was successful in hiring a team of leaders who stayed together with zero attrition. During my tenure, I
was responsible for the growth of the workforce from 200 to 3000 in 6 locations and 3 countries, hiring
the Human Resource and Talent Acquisition staff and developing them. My role at Adworks also
involved large workforce planning in niche industry roles such as graphic designers, voice-over talent,
web designers, quality staff, call center staff and IT development staff in the US, India and Manila. My
role at Adworks also involved brand development and making Adworks an employer of choice with an
employer brand in each country we operated in—I was ultimately given responsibility for the Corporate
Communications function to tie the HR and Communications / Branding strategy together.
• My most recent role involved managing a large team of talent acquisition staff in a high turnover industry
with mass hiring of highly skilled blue collar staff and administrative/support staff. I was also responsible
for the hiring of key executives such as the CFO, Chief Accounting Officer and General Counsel,
working with CEO and the Board to find the best candidates. I re-aligned the Talent Acquisition team to
be integrated with the HR Business Partners and the Business Leaders, creating a matrix organization that
both maximized the shared service resources in Talent Acquisition but allowed the Recruiters to travel
and be more involved in the full-cycle of recruitment. Developed relationship with trade schools and
Engineering schools to create pipeline for difficult to fill roles, reducing time to hire and cost to hire.
Created process maps for full cycle of recruiting process from initial request for resources through offer
to identify pain points it the process, resulting in reducing time to on-board by 30%.
• I have also been responsible for managing all contract and vendor negotiations and standardizing the
Master Service Agreements, reducing the number of agencies used for contingent workforces and
managing the conversion fees to $0, balancing the financial needs of the business with fostering good
long term partnerships with key organizations. Some additional areas of focus have been reducing time to
hire, reducing cost to hire, significant impact on attrition rates and ability to develop metric driven TA
functions.

2. CCAROLEAROLE DDALTONALTON SSLOVERLOVER, MS, SPHR, MS, SPHR
TTALENTALENT AACQUISITIONCQUISITION
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Additional specific work includes:
• Partnering with Corporate Head of Communications to development the Adworks employment/employee
brand in US, India and Philippines.
• Partner with key agencies to pipeline for key talent pools in order to reduce ramp time for large scale
hiring initiatives.
• Work closely with the production planning and operations teams at Adworks to manage the workforce
planning, determining best location for hiring, based on capacity plans.
• Analyze local markets for unemployment rates, specific local competition by talent function and develop
programs by market to assist with hiring.
• Create TA strategy from the top down and bottom up, using local level data to create the right tools for
each business.
• Worked with outside vendors on drug and background check process to assure best practices were in
place.
• Manage internal recruiting staff and supplement staff with in-house contract recruiters during times of
hiring for niche roles such as Engineers and IT staff.
• Created retention programs to address poaching of talent from key competitors.
• Worked with legal counsel to create better non-solicit agreements.
• Developed strong internal posting programs to develop internal career growth for staff.
• Created succession planning programs and high potential programs to identify talent in the organization
that could fill future roles and worked with management teams to foster talent.
• Constantly analyze retention in each role, determining what profile has proven successful and develop
strategies for duplicating successes.
• Created business dashboards with relevant Talent Acquisition data, including time to hire, cost to hire,
fall out rates by recruiting source, drug and background pass/fail rates by recruiting source, attrition rates
by length of service and recruiting source. Analyzed this data on a regular basis to create more focused
strategies and eliminate recruiting sources that proved less successful.
My overall philosophy is to determine the best cultural fit for the organization and focus on what profile is best
suited for the environment. I have had success in changing the core profile for roles to better align with the culture
and operational expectations, not just the paper job description, and reduced attrition rates significantly, analyzing
retention rates vs. attrition rates.