Blog

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

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

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

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

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

A Big Part Of Recruiting Success Is The Messaging & Using Multiple Messaging Vehicles To Reach Potential Candidates

Recruiting goes beyond just LinkedIn. Connecting with potential candidates requires emailing, calling and for some texting. The truth is, that sometimes it takes two, three, four or five attempts before a potential candidates responds

 The war for talent has pushed the need for recruiters to have access to several ways to connect with potential candidates. Many recruiters rely solely on LinkedIn but recruiting must go beyond just an InMail or LinkedIn message. Recruiters should be emailing, calling, texting and using other social media vehicles as additional ways to connect with potential candidates. The recruiting message is important for sure, but so is knowing who you are trying to recruit and the ways in which the recruit prefers to be contacted.

According to Career Builder, there are some generational differences in how candidates prefer to be contacted. It was noted that 57% of Millennials prefer to be contacted by email over phone calls. As for Gen Xers, 47% have equal preferences towards email and phone calls. For the Boomers, 58% prefer to be contacted by phone over emails. However, remember these are preferred methods, but I recommend having at least 3 ways to connect with a potential candidate, especially passive ones. The good news about knowing about these preferences helps me as I begin my initial outreach to these professionals. Again, please recognize that recruiting requires going beyond just LinkedIn.

Recruiting is a process and there should be no limits as to how to reach out and connect with potential candidates. Lastly, we all know that not everyone is found on LinkedIn or for that matter uses LinkedIn as much as we would like to think. Go beyond this resource but do not ignore it. Messaging matters. Keep the recruiting messages less than 200 words. According to RecruitLoop, optimal recruiting emails should be between 150-200 words.

Additionally, according to LinkedIn’s data, recruiters can increase their response rate by 27% by keeping their InMails shorter than 200 words. I myself depending upon the opportunity prefer to keep the messages under 200 words but for some it is not about the number of words but writing a message that will get a response.  Recently we tested a variety of email messages to see which received the best response and below are a few examples that yielded a great response rate.  Overall our messaging is personalized, yet easily customized, provides a bit of information about the role that will prompt a response if there is interest and it includes a closing option that allows the recruit to commit to a conversation or state there is no interest, now.

1.     Personalize the message I reviewed your career history and you are someone I would like to speak with regarding an opportunity I am working on. Upon review of your background, you are someone I would like to connect with regarding an opportunity I am working on. When we last spoke I noted that you wished to stay connected and hear of future opportunities. Do you have time to speak regarding an opportunity I am working on?

2.     Opportunity Details We have been retained to identify a Director of Internal Communications. Ideally we are looking for someone who has experience with both External and Internal communications as well as being passionate about being part of a company undergoing a lot of change to include many merger and acquisition activities. This is an exciting time for our client and if you are interested in being part of this, let’s chat. We have been asked to recruit several sales professionals who exceed sales goals not just meet them. If you are top of the list, love to sell, interested in being part of a growing company in a niche market, we should have a conversation.  As an accomplished consultant in SAP, I am interested in speaking with you. We are looking to recruit technical professionals who are great listeners, communicators and results driven. The reason for my outreach is to get to know you, your career aspirations and to learn how you accomplished what you have done thus far.  I welcome the opportunity to spend 10-15 minutes with you to learn more about you and what you wish to accomplish in the coming years.

3. In Closing Realizing you are very busy, if you are interested in learning more about this opportunity, please provide me with a few dates and times that may work for you so I will be sure to make our call happen. If you are not interested, please let me know as well. Have a great day and I hope to connect soon. Happy Hunting! Sheila Greco

Talent Mapping Has Multiple Uses – Today SGA Talent Presents the Multiple Uses of Talent Mapping While Exploring “The 25 Best Tech Companies to Work For in 2016,

Talent Mapping Has Multiple Uses - It Provides Important Data Many Leaders Have Come To Rely On To Stay Ahead Of The Competition

Talent Mapping Has Multiple Uses – It Provides Important Data Many Leaders Have Come To Rely On To Stay Ahead Of The Competition

Click to see our July Study here.

Talent Mapping’s Multiple Uses

  1. Recruiting – Creates talent pools specific to a company’s recruiting requirements
  2. Sales, Marketing – Used to create specific lists of potential decision makers
  3. Talent Management – Provides a resource to compare internal talent to talent outside of the organization
  4. Competitive Intelligence – Diversity comparisons, reporting relationships Talent Mapping 

Talent Mapping is an effective research/recruiting method that supports numerous teams within an organization.  This process has been proven to create recruiting efficiency while ensuring completeness of the recruiting process. Talent Mapping goes beyond social media, and other research/recruiting tools. Talent Mapping also assists with opportunity hiring, future candidate pipelining, creating awareness among future high potential candidates as well sales, talent management and competitive intelligence. Talent Mapping offers names, titles, profiles, as well as relevant contact data to include emails and telephone numbers.

Today SGA Talent Presents the Multiple Uses of Talent Mapping While Exploring “The 25 Best Tech Companies to Work For in 2016, According to Employees”. As intended the study looks inside each company’s leadership teams and gives examples of how the data can be delivered to meet a leader’s expectations. As with our other reports our methodology included mapping out the leaders’ teams used to provide valuable information included in the study being shared. 

Enjoy the report and we look forward to connecting with you. Click to see our July Study here.

Thank you

Happy Hunting,

Sheila Greco

sgreco@sgatalent.com

 

 

 

 

SGA Talent Releases 2017 Chief Financial Officers Study

Today, SGA Talent Presents  A Look Inside The Chief Financial Officers and Those Who Lead The Finance Team’s at Fortune’s 250

SGA Talent Knows Talent - Who They Are - Where They Are & How To Gain Access To Them Recently we were asked to research the Chief Financial Officers at the Fortune 500 and Barron's 400. In an effort to complete this task we were required to create a comprehensive list of these highly skilled individuals as well gather profiles, emails, organization charts and more. Due to this, we decided to build upon our findings and release our study; A Look Inside The Chief Financial Officers and Those Who Lead The Finance Team’s At The Fortune Companies SGA Talent Knows Talent – Who They Are – Where They Are & How To Gain Access To Them Recently we were asked to research the Chief Financial Officers at the Fortune 500 and Barron’s 400. In an effort to complete this task we were required to create a comprehensive list of these highly skilled individuals as well gather profiles, emails, organization charts and more. Due to this, we decided to build upon our findings and release our study; A Look Inside The Chief Financial Officers and Those Who Lead The Finance Team’s At The Fortune Companies” SGA Talent’s Study, “A Look Inside The Chief Financial Officers and Those Who Lead The Finance Team’s At The Fortune Companies” is a 81 page report listing the names, titles and profiles  of those who lead these great finance teams along with many statistics surrounding education, career paths and of course women leaders too.

About The Study: Every day SGA Talent creates talent pools of skilled talent to help our clients recruit high potential professionals. Part of our job is to know where the talent is and of course who they are.  This month we wanted to highlight those who lead the finance teams of the Fortune 250 Companies. The Study Discovered Education is Important The majority of these Chief Financial Officers understandably have an educational background in finance, business, economics or management as well as a master’s degree in accounting or other finance-related studies.

It was discovered that of the 250 professionals, 127 had a Masters of Business Administration, with 32 having undergraduate degrees from a top-tier university. Additionally, it was uncovered that 11 of these very talented individuals have a Juris Doctor Degree (JD). The Study Showed a Professional’s Track Record Matters A big take away was that while education and the relevant qualifications are all-important, the quality of a professional’s working experience and professional track record is the strongest indicator for potential Chief Financial Officers.

The Study Uncovered That Chief Financial Officers Knows More Than Just the Numbers The role of a Chief Financial Officer today is not just knowing the numbers, but to know Shareholders, Employees, Operations, Products, Customers, Vendors & Suppliers as well. It became obvious when the profiles were gathered and examined. Women Are Making Some Advancements Within these Ranks We discovered 14% of The Finance Leaders In the Fortune 250 Are Women, compared to just 8.8% in 2010. As we identified all 35 women and reviewed their profiles it becomes evident why each has progressed to this level.

To download a complimentary copy of our report,  click here or visit SGA Talent Study Tab to do so. Enjoy

If you want to learn more about the study or are interested in the additional data that was gathered throughout the research process, please contact Sheila Greco, President SGA Talent – sgreco@sgatalent.com

Recruiting Kick-Off Meetings Are A Must

Be sure to implement effective recruiting kick-off meetings as part of your routine recruiting process. It pays off.....

Be sure to implement effective recruiting kick-off meetings as part of your routine recruiting process. It pays off…..

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 that lies ahead of the team.

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.

Happy Hunting and be sure to include a recruiting kick-off meeting as part of your next search engagement if it is not part of your recruiting process. 

Sheila Greco

 

Sign-On Bonuses Are Not Exclusive To Senior Level Executives

As The Economy Continues To Grow And The Challenges Of Recruiting Top Talent Remains, A Sign-On Bonus Could Be Just What Is Needed To Get The Candidate A Company Desires

Sign-On Bonuses Are Back

The purpose of a sign-on bonus is to lure top performers who possesses special skill sets or experience a company requires. For years this added incentive has been very successful for recruiting senior level executives as well as professionals in particular industries to include professional services, healthcare (nurses), technology (especially women and software developers) and financial services. But sign-on bonuses are coming back strong and are used for all levels of recruiting. Just last week Wells Fargo announced plans to sweeten recruitment bonuses to lure new advisers. Sign-on bonuses can be just what is needed to land a high potential candidate in this very challenging recruiting environment.  This type of bonus may be the incentive or an inducement to get a candidate to say “yes” to the job. 

Sign-on bonuses don’t necessarily need to be huge when enticing someone to join your company. Unfortunatatley for some companies and roles, companies may not have much of a choice other than offering one. For example, when a candidate’s acceptance is critical and the need to do whatever it takes to get the candidate on-board, offering a sign-on could get the job done.  But the size of the bonus can vary. According to an article in HR Magazine, the average amount of these bonuses ranges between 5-20% of a candidates base salary unless it is used for relocation expenses or a way to compensate a professional for money that may be left behind such as a bonus, commission, vacation or raise. Most of the time these bonuses are good for each party.

A Sign-On Bonus Not For Everyone

As we all know, a sign-on bonus is an expense for corporations therefore companies try to refrain from having to offer one, unless it is truly needed. Of course offering a sign-on bonus can motivate a professional to choose one company over another, but company’s need to be sure it is necessary before offering one. Before offering a sign-on bonus to potential candidates, hiring managers as well as recruiters need to seriously analyze the situation, the competition, the job market, and of course the candidate to determine whether a sign-on bonus is necessary before moving forward with one. 

Sign-On Bonuses Can Be Well Worth The Cost

Sign-on bonuses have been known to build trust, loyalty and can create long-term positive effects for employees who received one. Those who are offered a sign-on bonus often feel more committed and have a desire to do more. These candidates feel the company went the extra mile for them and they need to do the same. 

Just saying….

Sheila Greco

sgreco@sgatalent.com

 

 

Be A Talent Advisor Not Just A Recruiter – There Is A Difference

 

A Talent Advisor Is An Expert With Regards To The Industry, Company and Role

A Talent Advisor Presents Candidates Along With Narratives About Each Candidate, Not Just A Resume

A Talent Advisor Provides Information And Advice To Candidates Prior To An Interview

 

  

Not Every Recruiter Is A Talent Advisor, But They Sure Can Be Sourcing, recruiting, vetting and presenting skills are all critical for recruiters to be successful.  But the best, most respected and of course most effective recruiters can also lead a recruiting process, build and follow a proven strategic recruiting strategy start to finish. These types of professionals are better known as talent advisors and tend to be more strategic than the average recruiter. Talent advisors know the importance of adding value to the recruiting process; will always go beyond hiring managers' expectations while also acting as great advisors to candidates too.  Simply put, talent advisors are just more strategic, act as a consultative partner to a hiring manager and take the time to get to know their candidates. Talent advisors do more than the average recruiter. Talent Advisors Provide Hiring Managers with More Than Just a Resume Hiring managers know how to read a resume to look for the requirements and skills needed to do the job. This is a

Not Every Recruiter Is A Talent Advisor, But They Sure Can Be Sourcing, recruiting, vetting and presenting skills are all critical for recruiters to be successful.  But the best, most respected and of course most effective recruiters can also lead a recruiting process, build and follow a proven strategic recruiting strategy start to finish. These types of professionals are better known as talent advisors and tend to be more strategic than the average recruiter. Talent advisors know the importance of adding value to the recruiting process; will always go beyond hiring managers’ expectations while also acting as great advisors to candidates too.  Simply put, talent advisors are just more strategic, act as a consultative partner to a hiring manager and take the time to get to know their candidates. Talent advisors do more than the average recruiter. Talent Advisors Provide Hiring Managers with More Than Just a Resume Hiring managers know how to read a resume to look for the requirements and skills needed to do the job. This is a “no brainer”. But for many to make the decision to move forward or not, having more information is always better.  I believe recruiters need to provide commentary around each presented candidate and why he/she is qualified. I am not saying there needs to be a 2-page write-up but what I am suggesting is that there needs to be more than just a resume when presenting a candidate for a role. Some hiring managers make it easy for talent advisors and recruiters by requiring these professionals to fill out a questionnaire which of course helps with qualifying a candidate. But, when a questionnaire is not provided, talent advisors go the extra mile to provide hiring managers with information covering the candidate’s background, education, accomplishments, and why the candidate may be a good fit for the role not to mention, the company. Providing insight around a candidate is much preferred by almost any hiring manager compared to just receiving a piece of paper with information on it.  When a questionnaire is not provided here are a few questions I suggest asking a potential candidate; 1. What interests you about the job? The Company? 2. After looking at the job description or listening to the description I provided you today, why do you believe you are qualified to do the job? Talk to me about your skills, accomplishments and how they fit in with the requirements of the role. For some roles, I ask the candidate to take the time to write-out the answers to these questions.  3. Talk to me about your short-term and long-term goals. Where do you see yourself in 3 years, 5 years? 4. What types of people do you hire? Tell me about your team. 5. What is your current salary? What did your W2 state last year? Some candidates will divulge their salary without hesitation, while others are hesitant or not willing to disclose it at all. Personally, I almost always require a salary to be provided, before I submit a candidate for consideration.  6. What do you like to do when you are not working? This helps the recruiter and hiring manager understand a little about the candidate that is not on a resume.  Now I believe the talent advisor/recruiter has some great information to share with the hiring manager.  Preparing Candidates For Interviews Are A Must – Don’t let all your recruiting efforts be for naught, by not preparing your candidates. Your job is not done until the hire is made.  Please don’t fall short by not preparing your candidates for an interview.  Truth is, successful hires in part are the results of candidates’ preparedness. Talent advisors realize the importance of candidates’ being prepared for interviews so it is almost second nature for these professionals to take part in these activities. In my book, it is a must do activity and the fact that there is no one better to prepare a candidate for an interview than the talent advisor, is just a no-brainer. Stopping short with just presenting a candidate is like being short of a touchdown and not crossing over the goal line.  Preparing a candidate is not a difficult task, and does not require countless hours to do so just do it!  A Few Ways To Prepare Candidates For Interviews 1. As a rule, tell each candidate to leave an interview conveying a strong desire to work for the company while showing enthusiasm and how he/she can add value and complement the team.  2. Share with the candidates what you know about the hiring manager, the team and others to whom they will be meeting with. Encourage candidates to explore social media and conduct people searches on the internet to learn more about these professionals.  Additionally, simply direct candidates to the company’s website, yahoo news, and career sites to learn more about the company’s mission, corporate culture and values.  3. Have the candidates prepare by being ready to speak about their accomplishments, strengths and why they would be right for the job.   4. Tell candidates to be ready to talk compensation.  5. Most importantly, tell the candidates to be themselves.  Recruiting is not a job it is an adventure. Be sure your adventure comes full circle. It starts by finding the candidates and ends with a successful hire. Everything in the middle separates an average recruiter from a talent advisor. Be an expert, provide commentary and prepare your candidates.    Happy Hunting Sheila Greco sgreco@sgatalent.com