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An Engaged Candidate Pipeline Is Powerful

January 24, 2019 sgreco


Employing a recruiting strategy around candidate pipelining offers many advantages; it shortens the time to hire, offers the opportunity to have access to engaged, qualified, skilled candidates and the fact that you are connected with potential candidates who are “passive” yet have an interest in making the “right move” when presented with one. This engaged and vetted professional network without a doubt is designed to be a recruiter’s robust “rolodex” –  and talent pool. This approach to recruiting is powerful and is an alternative to the standard recruiting techniques used to respond to filling a role or under the traditional “rushed sourcing model.

The Advantages of Candidate Pipelining

Shortens The-Time-To Hire

Candidate Pipelining is a proactive recruitment strategy, meant to speed up the recruiting and hiring process. This recruiting methodology simply includes identifying, vetting, engaging and staying engaged with passive candidates you chose to stay connected with. Oftentimes when critical positions become vacated or must be filled with exceptional talent immediately, having an engaged qualified candidate pipeline acts as a powerful recruiting resource and tool. The pipeline approach is known to speed up the hiring process simply by providing the recruiter a pool of pre-qualified candidates. This select group of talent has been vetted so that the recruiter just needs to connect to discuss the opportunity.

Access To Engaged, Qualified and Skilled Candidates

A great advantage of having a pre-qualified candidate pipeline/network is that the relationship has been made and the network of potential candidates is in motion. Also, for a recruiter, it is about developing trusted relationships that create networks of potential higher-performing future hires that are right for the client and the professional, based upon what you know. Since most candidate pipelines are candidate-centric, meaning that it focuses on identifying and meeting candidate needs, I recommend taking the time to really engage, listen, as well as answer questions so that you truly understand the musts, wants as well as the needs of each candidate. This way when an opportunity arises, the conversation with the candidate is easy as well as positive.

Ability To Connect With Passive Candidates You Know

Recruiting is all about who you know and who you want to know that would be good for one of your clients. By using the candidate pipeline approach to recruiting it allows recruiters to identify and connect with strong potential candidates while staying connected overtime, as well as before the right opportunity arises. The whole idea is for the recruiter to get to know each “passive candidate” and they get to know the recruiter. This deliberate approach to recruiting is a great way to recruit these types of professionals who are not actively looking, but are top performers who are highly sought after.

How To Build A Candidate Pipeline

For starters, in order to build a candidate pipeline or network for a particular role or just to build a network of talent, it’s recommended to start by identifying, tracking and connecting with who you believe are strong candidates, or those you have connected with before on previous searches/roles. If you have an applicant tracking system you may use it, but even a simple spreadsheet will do. Just be sure to capture all the important data that is relevant to the professional – their name, contact information, Link to biography, LinkedIn profile or even better a resume. The whole idea is to gather as much information as you can from the first day you connect and to continue adding more information with each conversation, all of which is used for future reference. The overall goal is to create a talent pool of potential candidates who trust you and are open to discussing opportunities that may be right for them as they arise.

Competitive Advantages To Candidate Pipelining

For companies, candidate pipelining allows hiring managers to make informed decisions from a pool of qualified candidates backed with information. This process also speeds up the hiring process because the recruiter has access to top performers who have been vetted and ready to listen. Another big advantage is that this method builds strong relationships with top performers, the competition may or may not have access to with the key words being, “strong relationships”. As for the recruiter, it provides a resource second to none, making you a known recruiter who can fill the pipeline quicker with solid candidates you know and with professionals who trust you.

As a firm believer in candidate pipelining I have experienced and continue to experience along with our clients the many advantages this process provides. Candidate pipelining is powerful for sure. We have been wildly successful working along side a major retailer, a financial services company, an insurance company, a medical device company and a professional services who continue to use this type of recruiting strategy.

If you are looking to brainstorm, or ask me how we continue to work with our clients, using this strategy, I welcome the call. Thanks for reading!

Happy Hunting!

Best regards,

Sheila Greco

Poaching Talent From The Competition Should Be Part Of Your Recruiting Strategy

November 2, 2018 sgreco

Poaching From The Competition  – An Essential Part Of  Your Recruiting Strategy

Poaching Creates a “Smart Roadmap” – SMART (Specific, Measurable, Accessible, Relevant Talent) For Recruiters To Act Upon

Poaching Can Be Used For Current Roles, Future Roles, As Well As Both Opportunity & Diversity Hiring

 

 

Poaching, recruiting, and ultimately hiring talent from the competition has many advantages, a recruiting strategy companies of all sizes should employ. Logically, it makes sense, since these professionals have direct industry experience and knowledge as well as transferable skillsets, all of which are a plus when looking to hire top performers.  No longer can recruiters rely on the unemployed and active candidates to fill open positions, because when they do, they just end up filling jobs, instead of hiring the right talent for the role.

With approximately 96% of today’s workforce employed, not only is the need to proactively recruit top performers away from their current organizations but the need to have access to specific, skilled talent before the competition does. With that said, it would be safe to say that proactive recruiting and recruiting poaching strategies are needed to say the least. This recruiting strategy has been proven to speed up the hiring process, produce more qualified candidates who possess many of the “musts” required and just as important the new hire can begin adding value quicker compared to those who may not be from one of the competing organizations.

Not completely familiar with poaching? Here is how I describe poaching; an activity of mapping the competitors’ organizations to identify talent to be used for networking, engaging, and recruiting skilled talent from a very specific talent pool. Poaching provides the opportunity for recruiters to have access to a robust targeted talent pool of potential candidates, full of rich data that creates a “smart roadmap” – SMART (Specific, Measurable, Accessible, Relevant Talent) focusing on people and experience. Having access to these professionals is just the beginning of the recruiting process because this data needs to be capitalized on by using proactive recruiting efforts to search for top performers who are qualified. Whether a company is searching for one mission critical role or multiple roles, the process of poaching from the competition should not be ignored but exploited.

Every company needs talent! Skilled talent that is. Of course, jobs are getting filled but not at the rate companies need. Sure, some roles may not require very specific skillsets but for the most part, hiring managers would prefer to hire professionals who can add value and hit the ground running.  Problem solved! Poach from the competition. Get access, connect, recruit, present and get it done!

As for future hiring, companies are constantly seeking better ways to beat the competition to qualified skilled talent and poaching can certainly help with these goals. Building relationships with professionals in these talent pools can help with filling roles that have suddenly become available due to a promotion or resignation.  Having potential candidates on your radar screen is invaluable!

Another benefit of recruiting from the competition and building relationships with these professionals is opportunity hiring.  Having strong relationships with top performers who are “not in the market”, who may be actively listening to the company’s happenings, possibly even approaching you regarding his/her next career move –  What hiring manager wouldn’t want to become aware of a top performer and reap this type of benefit? A HUGE win for any team and company! Without a doubt, there is evidence that the most desirable candidates are on the job market for “as little as a day or not at all. Get after those who are most desirable and don’t allow them to get on the market. ‘Knowing” the competition’s talent has its benefits.

Cost, Time & Money! Yes, poaching from the competition requires an investment of time, money and hiring the right recruiters who believe in proactive recruiting, but it is well worth it. Recruiting is all about gaining access to a specific targeted talent pool, engaging, networking, and creating relationships. Get started by poaching from the competition so that you too can beat the competition to the talent and reap the many benefits this recruiting strategy has to offer.  You will be surprised that the benefits outway the costs.

If you are not poaching from the competition, call me today to learn more. I look forward to it.

 

Happy Hunting.

Sheila Greco

 

THE VALUE OF RECRUITING KICK-OFF MEETINGS

October 13, 2018 Tags: , , , sgreco

Kick Off Meetings Create The Strong Partnership Right From The Start

 

 

Recruiting Kick-Off Meetings Do Matter

 

Before we begin any recruiting project, even recruitment research assignments, we ask for a kick-off meeting prior to the start. This routine activity is a time where everyone can learn, share and discuss relevant information as well as discuss expectations. I believe recruiting kick-off meetings set the stage for the win-win partnership.

Embrace Kick-Off Meetings

Recruiting kick-off meetings act as the first formal meeting between the client, their team and the recruiting team (s) for a specific assignment. These meetings need to be embraced, not ignored or taken lightly. It is a time to set expectations, discuss the recruiting process, a time to ask pointed questions, learn about the role, each team player’s responsibilities, as well as discuss other relevant information that cannot generally be answered from just a job specification or informal meeting. It is a time to build rapport between all parties, strengthen the relationship and quite frankly is the start of what needs to be a successful partnership that must yield success.  Therefore, the act of engagement before and during the kick-off meeting from all parties is a must.

Meeting Overview

Kick-off meetings are generally used to introduce the team, understand the search, the strategy, the process, the goals, set the timeline of expectations as well as discuss how all involved are going to work together effectively.  In effect, the recruiting kick-off meeting serves multiple administrative purposes. These recruiting kick-off meetings also establish communication protocols, discusses specific recruiting and interviewing processes. It is also a great time to discuss timing around start date and on-boarding. It is the time to discuss when to expect feedback from the hiring manager after a candidate has been presented, set dates for update calls with regards to the progress as well as a great time to talk about the target list, potential talent pool and how many candidates will be presented weekly. I believe recruiting kick-off meetings set the right tone for each recruiting engagement and should never be omitted from the recruiting strategy or process.

The Agenda:

The agenda should be kept simple while allowing enough time to cover the role, the process and expectations. Each item should add value to the discussion. Most importantly it is recommended that all parties are prepared. Often the recruiting kick-off agenda is developed beforehand and sent to all parties prior to the meeting.

  1. Start with the introductions of each attendee while focusing on the role he/she will be involved with during the search. Allow some time to discuss past recruiting experiences that produced results, ones that worked well and should be mimicked.
  2. Discuss and review the job specification in detail – Discuss ideal candidates to include, musts, needs and wants. Define the skills, traits, and qualifications the hiring manager is seeking. Discuss companies in which the client has had success recruiting from, companies of interest and those which are off-limits.
  3. Discuss the recruiting process details – Every client has a recruiting process that needs to be followed. If there is not a specific one in place, create one. There needs to be a roadmap to follow and stick to. Use this time to gather emails and telephone numbers of each team player so that communications amongst the team can be made quite easily.
  4. Set the expectations of each team player, discussing accountability and involvement – Be sure to communicate the role of each, timelines of expected reports and candidates as well as all follow-up activities.

The Meeting – It Can Be Face-to-Face or Simply Done Over the Telephone

  1. Start on Time – To show respect for all parties involved, the meeting should start promptly. To facilitate this, it is recommended to send copies of the meeting materials in advance. This may include the agenda, job specifications, the list of those attending and biographies or links of those attending.
  2. Allow the client or someone from their team to drive the process and meeting –  During this time, typically the client will speak in detail about the role, the process and expectations. This is the time recruiters and those who are executing need to listen, learn and ask questions.
  3. Recognize the fact that the kick-off meeting is the beginning of the recruiting engagement – An effective recruiting kick-off meeting presents a unique opportunity to establish the tone of this mutually beneficial partnership. For the client, it is a time to explain the role, the team, the company and the importance of the role to this hiring manager. For recruiters, it is a time to show the client you are an expert and you are the trusted partner who will deliver results by delivering interested, qualified candidates quickly. You are the recruiter who will identify, recruit and vet the high potential candidates your client so deserves. Now is the time to define your own responsibilities for the engagement. It is okay for you, the recruiter to “sell” but not oversell, the recruiting function to the client as a value-added service. Lastly, it seems logical to use this time to build trust between all parties involved. Game on!
  4. When the discussion is winding down, the recruiter can suggest he/she will send a follow-up email, recapping what was discussed – This ensures everyone is on the same page.

Our SGA Talent – HERE FOR YOU CULTURE & kick-off meeting commitments ensures that everyone feels heard and supported so we can successfully meet our clients’ talent needs.

Happy Hunting and be sure to include a recruiting kick-off meeting as part of your next search engagement.

Sheila Greco

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SGA Talent Providing Talent & Intelligence To Corporations & Executive Search Firms

September 14, 2018 Tags: sgreco

 

 

SGA Talent – We believe in the power of teams. Since 1989 our team work approach and strong partnerships with our clients is why we continue to be the go to partner to both corporations & executive search firms. Take a look at how together our teams have won the war for talent and continue to do so. We look forward to helping you too.

 

Together We Win The War For Talent

SGA Talent – HERE FOR YOU CULTURE is one where people feel heard and supported so each can help both internal and external clients. It’s about making the team know they are valued.

Case Studies: Click Here For Full Report With All 5 Case Studies  https://tinyurl.com/yde9qq9a

#1 Global Marketing Company Case Study

Position: Software Sales Representatives

Challenge:

The new Executive Vice President of Sales inherited an under-performing team and needed to recruit “superstars”fast. This hiring manager used our services in the past and expected us to recruit sales professionals quickly and begin to fill a pipeline of qualified candidates who would require little training. It was necessary that each new hire be a hunter that could bring on new clients with little support as well as maintain existing relationships with long standing clients.  His target candidate would have experience selling software with a 3 – 9-month sales cycle and could exceed a minimum of $1.5 quota.

Action:

SGA Talent teamed up with the internal talent acquisition leader and within 10 days, the new Executive Vice President of Sales received 9 qualified sales candidates followed by 3-4 new candidates each week until the hiring manager believed he had met his goals. Our 2-person recruiting team along with our team of 2 recruitment research professionals could provide a constant flow of candidates right out of the gate. As our recruitment research team created robust talent pools, our recruiters were tapping into our significant network of software salespeople, allowing our recruiters to spend time connecting, recruiting, vetting and presenting quality candidates quickly.

Result:

SGA Talent was able to present qualified, ready to be hired candidates for bi-weekly interview days for eight consecutive weeks allowing the hiring manager to focus on what he needed to do in his new role.

Case Study #2

Client: Global Media Agency 

Positions: Chief Financial Officer, Account Director DTC,  Analytics Analyst, Insight Analyst, Director Digital Investment, SEO Executive

Challenge:

Our client is a fast-growing agency which needed additional recruiting support to assist its internal talent acquisition team to meet their hiring demands. With that said, the Talent Acquisition leader was not looking to replace the team but looking for a partner who could scale and was agile enough to work on multiple assignments with the goal of recruiting 3-5 qualified candidates per assignment and then moving on. The need for speed and quality was the goal. It helped that our team had worked with the leader before so she felt confident that we understood the mandate. However, initially the internal team was a bit reluctant and felt a bit threatened but quickly learned that we were acting as an extension of their team, available to do the heavy lifting and work alongside them so that they could hit their aggressive hiring goals

Action:

SGA Talent needed to pull together a team of recruitment research and recruiters with experience in this space as well as assign a project leader who would work directly with each of our client’s recruiters to ensure each job opening had a steady stream of qualified candidates in the pipeline. While doing so, our team had to be agile enough to stop working on assignments when 4-5 candidates had been presented and move on to the next to keep the flow of candidates moving forward. For some of the newly assigned roles that needed attention, or for those roles that were a bit challenging, constant communication amongst the team was imperative. Much to the team’s credit, together we could meet the hiring demands, fill the roles quickly and figure out a great recruiting process that continued to meet the demands. Our recruitment research team was very instrumental in keeping the recruiters flow of potential candidates moving by creating very specific talent pools that contained names, emails, telephone numbers and profiles providing recruiting efficiency.

Result:

SGA Talent could present a steady stream of qualified, ready to be hired candidates and agile enough meet the ever-changing recruiting goals. Today we continue to work with this team.

Case Study #3
Client

Global Executive Search Firm 

Positions: Director of Business Intelligence, Director of Talent Acquisition, Vice President Sales, Vice President Analytics & Director of Purchasing

Challenge

Our client is a well-established global executive search firm with limited resources in the United States and needed to partner with a company that could do both recruitment research and recruiting, as well as scale quickly. Their client was a consumer packaged goods company that was experiencing turnover due to new leadership. Never working with this client before, we met personally for the initial kick-off meeting to set the team’s objectives, goals, process and deliverables. As with many of our executive search partners, recruitment research is almost always a necessary step to the recruiting process and needs to be very accurate. With that said, our recruitment research team was tasked with creating comprehensive organization charts of competitors along with contact information as part of our goal.

Action:

SGA Talent pulled together 3 teams to accomplish these recruiting goals. Each team was assigned one recruiter and one recruitment research professional. Within 2-3 weeks each team presented 3-6 candidates and continued to fill the pipeline until each hire was a successful one. The relationship between SGA Talent and our client grew stronger and stronger each week creating a win-win partnership for all involved.

Result:

SGA Talent could present a steady stream of qualified candidates with over 90% of those presented were interviewed by our client. All of our research gathered was shared with our client who in turn shared it with their client. Since it was used for recruiting and to show organization structure, the deliverable was presented in both organization chart format and excel. This project lasted 3 months from start to finish with 5 successful new hires. Once this project was completed we were asked to remain on retainer to conduct a succession planning project.

We look forward to helping you win the war for talent together.

Click here to see our  case studies  proving team efforts win the war for talent – https://tinyurl.com/yde9qq9a

Happy Hunting

Sheila Greco

 

 

Meet The Exceptional Women Marketing Leaders of The Fortune 150 (2018)

August 3, 2018 Tags: , , , , , sgreco

 

Today SGA Talent wishes to acknowledge some of the most exceptional women in marketing. As you view each of their backgrounds it becomes obvious that these women are highly skilled, passionate, inspirational and worked hard to get where they are today. Achieving such success is no easy task, so congratulations to all who made the list.

If you wish to download a more extensive study regarding these women, please Click here to view our document.

SGA Talent Presents The Exceptional Women Marketing Leaders of The 2018 Fortune List

McKesson Wendy Brauner: Senior Vice President, Marketing

AT&T Fiona Carter: Chief Brand Officer

Ford Joy Falotico: Chief Marketing Officer, Group Vice President

AmerisourceBergen Gina Clark: Executive Vice President, Chief Officer, Communications & Administration

Kroger Jessica Adelman: Group Vice President, Corporate Affairs

General Electric Linda Boff: Chief Marketing Officer

JPMorgan Chase Kristin Lemkau: Chief Marketing Officer

Fannie Mae Maureen Davenport: Senior Vice President, Chief Communications Officer

Alphabet Lorraine Twohill: Senior Vice President, Global Marketing

Bank of America Meredith Verdone: Chief Marketing Officer

Express Scripts Phyllis Anderson: Senior Vice President Chief Marketing Officer

Wells Fargo Jamie Moldafsky: Executive Vice President, Chief Marketing Officer

Comcast Denice Hasty: Chief Marketing Officer

IBM Michelle Peluso: Senior Vice President, Chief Marketing Officer

Dell Technologies Allison Dew: Chief Marketing Officer

Johnson & Johnson Alison Lewis: Chief Marketing Officer, Global

Lowe’s Jocelyn Wong: Chief Marketing Officer

MetLife Esther Lee: Executive Vice President, Global Chief Marketing Officer

United Technologies Kelli Parsons: Senior Vice President, Chief Communications Officer

Prudential Michelle Crecca: Chief Marketing Officer, Chief Customer Service Officer, Workplace Solutions Group

Humana Jody Bilney: Senior Vice President, Chief Consumer Officer

Cisco Karen Walker : Senior Vice President, Chief Marketing Officer

HCA Holdings Deb Reiner : Senior Vice President, Marketing & Communications

Morgan Stanley Audrey Choi : Managing Director, Chief Marketing Officer, Chief Sustainability Officer

Goldman Sachs Elizabeth Bowyer & Amanda Rubin : Co-Heads, Global Brand & Content Strategy

Cigna Lisa Bacus : Executive Vice President, Global Chief Marketing Officer, Chief Customer Officer

Honeywell Que Dallara : Vice President, Chief Commercial Officer

Oracle Judith Sim : Chief Marketing Officer

TIAA Betsy Palmer : Senior Vice President, Communications & Marketing

TJX Companies Katherine Beede : Senior Vice President, Marketing, TJ Maxx & Marshalls

American Express Elizabeth Rutledge : Chief Marketing Officer

World Fuel Services Amy Abraham : Senior Vice President, Chief Marketing Officer

Exelon Maggie FitzPatrick : Senior Vice President, Corporate Affairs, Philanthropy and Customers Engagement

MassMutual Jennifer Halloran : Head, Brand & Advertising

Travelers  Lisa Caputo : Executive Vice President, Marketing, Communications and Customer Experience

Abbot Elaine Leavenworth: Senior Vice President, Chief Marketing Officer, Officer, External Affairs

US Bank Beth McDonnell: Executive Vice President, Chief Marketing Officer

McDonald’s Silvia Lagnado: Executive Vice President, Global Chief Marketing Officer

Qualcomm Penny Baldwin: Senior Vice President, Chief Marketing Officer

Aflac Catherine Hernandez-Blades: Senior Vice President, Chief Brand & Communications Officer

Penske Automotive Terri Mulcahey: Executive Vice President, Marketing & Business Development

Union Pacific Beth Whited: Executive Vice President, Chief Marketing Officer

ManpowerGroup April Dunn: Senior Vice President, Chief Marketing Officer

Halliburton Susanna Sabbagh: Vice President, Global Marketing & Communications

Lear Corporation Terri Tahnoose: Vice President, Global Product Marketing

Cummins Lori Thompson: Vice President, Marketing

We are happy to share this list of notable women professionals. As experts in recruitment research, recruiting and talent intelligence we look forward to helping you meet your talent challenges  as well as your talent objectives.

Happy Hunting!

 

Sheila Greco

 

Talent Pipelining – Think of It As An Insurance Policy

July 24, 2018 sgreco

 

Candidate Pipelining – Saves money and time not to mention allows you to hire from a prequalified, vetted and engaged talent pool.

Most companies are experiencing recruiting challenges due to low unemployment, lack of skilled talent, competition in the marketplace, the fact that candidates now have options and the list goes on. With that said, think about employing talent pipelining as part of your long-term recruiting strategy and keep you recruiting efforts continuous! With the war for talent front and center your company really can’t afford not to include talent pipelining as part of the plan.

Don’t wait for mission critical roles to become vacant. Be prepared. Proactive candidate pipelining is one way to stay ahead of the talent game and offers a variety of benefits to include: hiring the ideal candidate versus the best candidate, shorten the recruiting cycle and reduce hiring costs. By maintaining an engaged, vetted, candidate pipeline your company is prepared to respond to critical roles that unexpectedly become open or when a hiring spike occurs. Think of talent pipelining as an insurance policy- an investment into the future to protect the company from a potential unexpected talent crisis or occurrence. You never know when your best talent may walk out the door. I like to think of talent pipelining or proactive hiring as an effort that allows a company to preemptively put a plan in place before a hiring manager experiences a problem.

Beyond the obvious – talent pipelining has shown proven value far beyond cost savings, time to hire and obtaining the ideal candidate versus the best. It also allows you to:

  1. Evaluate skilled talent who is part of a vetted, engaged talent pool
  2. Beat the competition and have access to talent that is so very sought after
  3. Make opportunity hires or use this information for succession planning
  4. Compare and contrast to your company’s internal talent
  5. Reach talent outside of your company’s network
  6. Have access to and proactively recruit diverse skilled talent

Just fill one role and I assure you it will prove to be well worth it.

Just saying…..

Sheila Greco

sgreco@sgatalent.com

 

 

 

 

 

 

SGA Talent Presents The Exceptional Women Human Resources Leaders From The Fortune 150

June 8, 2018 Tags: sgreco

Sheila Greco, President SGA Talent

Today I would like to introduce SGA Talent’s Study of the Fortune 150, (View our new study here: ) highlighting Women Human Resources leaders. As we carefully identify, create organization charts and compare talent focusing on the Fortune 150, once again we notice women continue to occupy the Human Resources functions compared to other major functions. (See chart below)

We love to conduct studies and learn. We also like to share top line findings with our followers! Each study is unique but the overall goal of each study is to conduct rigorous research activities to create strong robust talent pools focusing of companies that are often part of recruiting target lists; the obvious- Fortune 1000, Forbes 2000, CNBC Disruptor List, S&P 500 as well as many of the top 50 industry leaders. We conduct these studies to keep our team up to date on who and where many of the very skilled talent resides. These studies also help us become aware of industry trends, trends amongst the leadership ranks, organizational changes, gender gaps, and more. As trusted advisors and problem solvers to our clients, we believe our studies provide our team with invaluable robust information we can use as we help our clients meet their many talent objectives. Enjoy!

If you find this report interesting, be sure to get your own copy of our next study to be released later this month, which is our annual in-depth study of  the Fortune 150 Leaders.

 

 

Below is the list of the Women Human Resources Leaders of the Fortune 150 as researched by our team. Congrats to all who made the list!

Walmart Jacqui Canney: Executive Vice President, Chief Human Resource Officer

Apple Deirdre O’Brien: Vice President, People

Unitedhealth Ellen Wilson: Vice President, People

CVS Lisa Bisaccia: Executive Vice President, Chief Human Resource Officer

Amazon Beth Galetti: Executive Vice President, Chief Human Resource Officer

General Motors Kimberly Brycz: Vice President, Global Human Resource Officer

Ford Kiersten Robinson: Group Vice President, Chief Human Resource Officer

AmerisourceBergen Kathy Gaddes: Executive Vice President, Chief Human Resource Officer

Exelon Amy Best : Senior Vice President, Chief Human Resources Officer

Mass Mutual Susan Cicco : Chief Human Resources Officer, Chief Communications Officer

Chevron Rhonda Morris: Vice President of Human Resources

Cardinal Health Pamela Kimmet: Chief Human Resource Officer

Walgreens Boots Alliance Kathleen Wilson-Thompson: Senior Vice President, Chief Human Resource Officer

JPMorgan Chase Robin Leopold: Human Resources

Alphabet Eileen Naughton: Vice President, People Operations

3M Marlene McGrath : Senior Vice President, Human Resources

Time Warner Karen Magee : Executive Vice President, Chief Human Resources Officer

General Dynamics Kimberly Kuryea : Senior Vice President, Human Resources & Administration

USAA Patricia Teague : Executive Vice President, Human Resources

Bank of America Sheri Bronstein: Executive, Global Human Resource

Express Scripts Sara Wade: Senior Vice President, Chief Human Resource Officer

Wells Fargo Hope Hardison: Senior Executive Vice President, Chief Administrative Officer

Boeing Heidi Capozzi: Senior Executive Vice President, Human Resources

Phillips 66 Sonya Reed: Senior Vice President, Human Resources

Anthem Jacquelyn Wolf: Executive Vice President, Chief Human Resource Officer

Microsoft Kathleen Hogan: Executive Vice President, Human Resource

Valero Julia Rendon Reinhart: Vice President, Human Resources

IBM Diane Gherson: Senior Vice President, Human Resources

Freddie Mac Jacqueline Welch: Senior Vice President, Human Resources, Diversity & Inclusion, Chief Diversity Officer

Target Stephanie Lundquist: Executive Vice President, Chief Human Resources Officer

Lowe’s Jennifer Weber: Chief Human Resources Officer

MetLife Susan Podlogar: Executive Vice President, Chief Human Resources Officer

UPS Teri Plummer-McClure: Chief Human Resources Officer, Senior Vice President, Labor

PepsiCo Ruth Fattori: Executive Vice President, Chief Human Resources Officer, Human Resources

DowDuPont Johanna Söderström: Senior Vice President, Chief Human Resources Officer

United Technologies  Elizabeth Amato: Executive Vice President, Chief Human Resources Officer

Walt Disney Jayne Parker: Senior Executive Vice President, Chief Human Resources Officer

HP Tracy Keogh: Chief Human Resources Officer

Lockheed Martin Patricia Lewis: Senior Vice President, Human Resources

AIG Claudine Macartney: Executive Vice President, Chief Human Resources Officer, Human Resources SBP

Centene Shannon Bagley : Senior Vice President, Human Resources

Cisco Francine Katsoudas : Senior Vice President, Chief People Officer

Caterpillar Cheryl Johnson : Chief Human Resources Officer

Nationwide Gale King : Executive Vice President, Chief Administrative Officer

Liberty Mutual Melanie Foley : Executive Vice President, Chief Officer, Talent & Enterprise Services

New York Life Katherine O`Brien : Senior Vice President, Chief Human Resources Officer

American Airlines Group Elise Eberwein : Executive Vice President, People & Communications

Best Buy Kamy Scarlett : Chief Human Resources Officer

Delta Airlines Joanne Smith : Executive Vice President, Chief Human Resources Officer

Facebook Lori Goler : Vice President, Human Resources, People & Recruiting

Merck Mirian Graddick-Weir : Executive Vice President, Human Resources

Allstate Harriet Harty : Executive Vice President, Human Resources

Tyson Mary Oleksiuk : Executive Vice President, Chief Human Resources Officer

United Continental Holdings Kate Gebo : Executive Vice President, Human Resources & Labor Relations

Oracle Joyce Westerdahl : Executive Vice President, Human Resources

Tech Data Beth Simonetti : Executive Vice President, Chief Human Resources Officer

TJX Companies Nancy Maher: Senior Vice President, Director, Corporate Human Resources

Coca Cola Jennifer Mann : Senior Vice President, Chief People Officer

Nike Monique Matheson : Executive Vice President, Global Human Resources

Andeavor Fiona C. Laird : Chief Human Resources Officer

Travelers Diane D. Bengston : Executive Vice President and Chief Human Resources Officer

Northwestern Mutual Joann Eisenhart: Executive Vice President, Chief People Officer, Human Resources

Enterprise Products Partners Karen Taylor: Senior Vice President, Human Resources

Progressive Lori Niederst: Chief Human Resources Officer

Arrow Gretchen Zech: Senior Vice President, Global Human Resources

Kraft Heinz Melissa Werneck: Senior Vice President, Global People, Performance & Information Technology

Gilead Katie Watson: Executive Vice President, Human Resources

Mondelez International Karen May: Executive Vice President, Human Resources

Northrop Grumman Denise Peppard: Corporate Vice President, Chief Human Resources Officer

Raytheon Randa Newsome: Vice President, Human Resources & Global Security

Macy’s Danielle Kirgan: Chief Human Resources Officer

US Foods Kim Lauber: Vice President, Human Resources

US Bancorp Jennie Carlson: Executive Vice President, Chief Human Resources Officer

Duke Energy Melissa Anderson: Executive Vice President, Chief Human Resources Officer, Administration

Southern Company Nancy Sykes: Executive Vice President, Chief Human Resources Officer

Avnet MaryAnn Miller: Senior Vice President, Chief Human Resources Officer, Global Marketing & Communications

Amgen Lori Johnston: Senior Vice President, Human Resources

Starbucks Jennifer Frisch: Vice President, Human Resources

Qualcomm Michelle Sterling: Executive Vice President, Human Resources

Dollar Tree Betty Click: Chief Human Resources Officer

PBF Energy Wendy HoTai: Vice President, Human Resources

Icahn Enterprises Patricia Agnello: Chief Human Resources Officer

Union Pacific Sherrye Hutcherson: Senior Vice President, Chief Human Resources Officer

ManpowerGroup Mara Swan: Executive Vice President, Global Strategy & Talent

Thermo Fisher Scientific Lisa Britt: Senior Vice President, Chief Human Resources Officer

Bristol-Myers Squibb Ann Powell Judge: Senior Vice President, Chief Human Resources Officer

Tenet Sandi Karrmann: Chief Human Resources Officer

Cummins Jill Cook: Vice President, Chief Human Resources Officer

Micron April Arnzen: Senior Vice President, Human Resources

At this time I would like to thank our team of research analysts, information specialists and project leaders for your continued to support and great work in providing this talent intelligence.

Again please note, included in this report are the C-Suite leaders of the Fortune 150 and quick links to biographies.

( View our new study here🙂

Happy Hunting!

Sheila Greco

sgreco@sgatalent.com

 

 

SGA Talent Presents Our List Of The Top 25 Women Information Technology Influencers

May 22, 2018 sgreco

SGA Talent Today Releases Our List Of The Top 25 Women Information Technology Influencers

Breaking the gender barriers is something women have been striving to do in business for a very long time. For years women have been faced with such challenges as persistent gender bias, shortage in women leadership, women role models, unequal growth opportunities as well as the pay gap, but these obstacles to some degree are now diminishing.  Today, women leaders are now being chosen as successors to the C-Suite and the corporate management team, opening the door for those behind them.  Although women are not there yet, women in leadership roles are on the rise and are being noticed. As we conduct our monthly studies we are discovering more and more women in leadership as well as the number of women who report directly to them is inching up. Let’s keep the momentum moving forward while we continue to identify women leaders to look up to, aspire to be and learn from.

Since 1999 SGA Talent has been conducting Women In Technology Studies as well as other studies to highlight women. As a preview to our next study, “The Women Leaders of the Fortune 500” we wanted to create our own list of the Top 25 Women Information Technology Influencers. Our list is shown below as is a link to a report listing each professional’s name, education, and public profile.

Full List of SGA Talent’s Top 25 Women Information Technology Influencers

  1. McKesson Kathy McElligott: Chief Information Officer and Chief Technology Officer
  2. AT&T Pam Parisian: Chief Information Officer
  3.  Cardinal Health Patricia Morrison: Executive Vice President, Customer Support Services, Chief Information Officer
  4. JPMorgan Chase Lori Beer: Global Chief Information Officer
  5. Phillips 66 Kay Sallee: Chief Information Officer
  6. Valero Cheryl Thomas: Vice President, Chief Information Officer
  7. Lockheed Martin Anne Mullins: Chief Information Officer, Vice President Enterprise Business Services
  8. Caterpillar Julie Lagacy: Vice President, Chief Information Officer, Global Information Services (GIS) Division
  9. American Airlines Group Maya Leibman: Executive Vice President, Chief Information Officer
  10. Best Buy Colleen Dunn: Chief Information Officer, Senior Vice President, Information Technology
  11. United Continental Holdings Linda Jojo: Executive Vice President, Chief Digital Officer, Technology
  12. Travelers Madelyn Lankton: Executive Vice President, is Chief Information Officer
  13. Hewlett Packard Archana Deskus: Chief Information Officer
  14. Freddie Mac Stacey Goodman: Executive Vice President, Chief Information Officer
  15. PepsiCo Jody Davids: Senior Vice President, Chief Information Officer
  16. Intel Paula Tolliver: Corporate Vice President, Chief Information Officer
  17. DowDuPont Melanie Kalmar: Vice President, Chief Information Officer & Chief Digital Officer
  18. ADM Kristy Folkwein: Senior Vice President, Chief Information Officer
  19. AETNA Meg McCarthy: Executive Vice President, Operations & Technology
  20. Prudential Barbara Koster: Senior Vice President, Chief Information Officer
  21. Walt Disney Susan O’Day: Executive Vice President, Chief Information Officer, Enterprise Technology
  22. Johnson & Johnson Jane Connell: Vice President, Chief Information Officer, Corporate
  23. USAA Kimberly Snipes: Chief Information Officer
  24. AIG Martha Gallo: Executive Vice President, Chief Information Officer
  25. Publix Laurie Douglas: Senior Vice President, Chief Information Officer

 

Click here to see Our List Of The 25 Top Women Information Technology Influencers.

Enjoy! If you have any questions or comments please feel free to contact me.

Best regards,

Sheila Greco

sgreco@sgatalent.com

 

Talent Intelligence & Teamwork Wins the War for Talent – Sheila Greco

April 3, 2018 Tags: , , , , sgreco

Talent wins games, but teamwork and intelligence wins championships. – Michael Jordan

Talent Intelligence & Teamwork Wins the War for Talent – Sheila Greco

Recruiting is a process that requires teamwork to win the war for talent and it starts with talent intelligence. I believe talent intelligence-recruitment research first recruiting strategy is the winning recruiting strategy that should be used each time a recruiting project is launched.  Having access to talent intelligence not only acts as a roadmap for recruiting success, but also is an important resource/tool used to make informed recruiting decisions.  Couple this data with a strong team of recruiters who have mastered the art of proactively recruiting, I believe forms a championship team that without a doubt wins the war for talent.

Having a robust talent pool of potential candidates commonly referred to as talent intelligence is one of the key steps of the recruiting process that directly affects a recruiter’s success and ultimately the quality of a pipeline of candidates.  I believe that to recruit like a champion there needs to be a championship team player on the team who has the skills necessary to carefully craft a robust talent pool of potential candidates who meet the requirements provided by the hiring managers and/or talent acquisition team. Recruiting truly is a team sport that is made up of players with strengths that complement each other and allows the others to do what they do best! Not every recruiter is a great recruitment research professional and not every recruitment research professional is a great recruiter so why not work together, as a championship team to meet recruiting goals.

Recruiting is a process and when a recruiting assignment is launched it should be all about the team, the plan and how the goal is going to be met. The recruiting plan needs to start with recruitment research first strategy. “Go big or go home” is often a phrase used around the office as the team creates talent pools used by our recruiters and our clients. With today’s talent crunch affecting all recruiting efforts, it has become necessary to go beyond just research tools. Most recruiters have discovered that limiting talent intelligence efforts to just sorting through brief and overstated profiles that everyone else has access to is not part of a winning recruiting strategy or used by championship teams. True champions look for the edge to be better than the others and having access to quality talent intelligence has proven to give top performing recruiters the edge. Think about talent intelligence experts as star point guards on the basketball team who make the assist by giving the recruiting teammates the edge, the recruiting edge needed to succeed to win the war for talent. Talent intelligence professionals on the team are often the “X” factors recruiters have come to rely on.

Lastly, with the war for talent at center court, recruiter’s activities need to be proactive and process driven. Recruiters need to work hard, stay focused and constantly fill the pipeline of candidates with solid “A Players” until the hire is made.  Recruiters need to spend time recruiting, networking, vetting and presenting, not countless hours looking at profiles hoping to find the right people to recruit. Recruiters who are part of a team are often more successful and spend their time doing what they do best, recruit. So, as you look to make your next hire, think about the team you want to use to help you win the war for talent.

I truly believe recruiting successes and being part of a championship recruiting team offers amazing privileges of not only being part of something bigger than oneself but to recruit the best talent each hiring manager deserves.

 

Talent Intelligence & Teamwork Wins the War for Talent – Sheila Greco

 

Happy Hunting

Sheila Greco

 

 

 

 

Succession Planning & The Importance Of Mapping The Competition

November 22, 2017 sgreco

Mapping The Competition Should Be Part Of The Succession Planning Strategy

Mapping the competition is a smart way to stay informed and often used as part of the succession planning process.   Knowing who and where the talent is inside and outside your organization is critical in the process of succession planning.   Identifying top performers for high impact and high risk roles as well as having relevant compensation information is a very important component in starting the engagement process.   It’s never too early to communicate and get to know potential top performers. In fact, consider putting the process in motion and start identifying, networking, engaging and recruiting future leaders that are the “right fit” for your organizations today. Allow mapping to be part of the process.

Mapping – Identifying  The Competition: Start with the competition but do not exclude the companies that your company has had great success recruiting from. Below is an example of an organization chart that was created for a succession planning project.  

Profiling The Talent: Now is the time to gather the intelligence that will assist with making smart hiring decisions. Getting to know the talent – who they are, what they do, career highlights, career history and compensation. Once the organization charts are created, profiles must be gathered. Additional information provided are direct dials  and emails. An example of a biography included in a succession planning report:

  • Daniel Pinto, Chief Executive Officer, Global Head, Investment & Corporate Banking Biography:  Mr. Daniel E. Pinto serves as the Chief Executive Officer of Europe, Middle East and Africa at JPMorgan Chase & Co.
  • Mr. Pinto serves as Chief Executive Officer of Corporate & Investment Bank at JPMorgan Chase & Co. since March 25, 2014.
  • He serves as Chief Executive Officer, Chief Executive Officer of Corporate & Investment Bank and Chief Executive Officer of EMEA of J.P. Morgan Securities Plc.
  • He served as the Head of EMEA at JPMorgan Chase & Co. He has been a Member of Executive Committee at World Business Council for Sustainable Development, Geneva since January 1, 2017.
  • He served as Co-Chief Executive Officer of The Corporate & Investment Bank at JPMorgan Chase & Co. from July 2012 to March 2014.
  • He serves as the Chief Executive Officer of Europe, Middle East & Africa Region at JPMorgan Chase & Co. since June 2011.
  • He served as the Head of Investment Bank and EMEA at JPMorgan Chase & Co. He served as the Head of Emerging Market at JPMorgan Chase & Co. from November 15, 2006 to 2009.
  • He served as the Head of Global Fixed Income at JPMorgan Chase & Co since April 14, 2012.
  • Mr. Pinto served as the Head of Investment Bank at JPMorgan Chase & Co. and served as its Co-Head of Global Fixed Income from November 2009 to July 2012.
  • He serves as a Director of J.P. Morgan Securities Plc.

Below is a link to one our succession planning projects.  Click here for Part of A Succession Planning Report SGA Talent Completed Networking, Engaging, Recruiting – It is never too early to begin engaging a potential high performer. Consider starting today! With only 20% of passive candidates actively looking, the need to engage with high performers are important from the moment identified and when there is potential interest. Depending upon a company’s strategy, and process, the engagement process can start with an email, call, text or possibly even a face-to-face meeting. The good news is that mapping can provide a company with what is needed to start the process.  As leaders think about succession planning, it is good to consider implementing mapping as part of the process. The process of identifying profiling, engaging and building a pipeline of external potential talent often results in the creation of an immediate pipeline of screened candidates, shortening what is sometimes considered a long cycle time of sourcing. Additionally, another huge advantage of mapping outside high performers is that there are available candidates with whom there is already an existing warm mutual relationship making for the process to be much easier as well. Are you using mapping as part of your succession planning process?  Since 1989, SGA Talent has been supporting companies of all sizes with mapping and succession planning. We are here for you too.  Happy Hunting! Best regards, Sheila Greco Contact Sheila Greco sgreco@sgatalent.com