Blog

SGA Talent Introduces The Exceptional Women Leaders Of Industry Week’s 2018 50 Best U.S Manufacturers List

Many outstanding women leaders are making great strides in manufacturing….let us look to them as ambassadors, mentors and role models. Yes there is a place for women in manufacturing. Today we would like to congratulate these exceptional women on their outstanding career journeys and successes.

Below are the women leaders who made the list! Congrats to all!

Colleen Zuhl: Senior Vice President & Chief Financial Officer, Thor Industries

Sreelakshmi Kolli: Senior Vice President & Global Information Technology Align

Jennifer Olson Senior Vice President and Managing Director, Doctor-Directed Consumer Channel, Align

Kendra Waldbusser, Head of Food Safety & Quality Assurance, Pilgrim’s

Lorraine Rupp: Vice President, Human Resources, Sanderson Farms

Hilary Burroughs: Director of Marketing, Sanderson Farms

Bonnie Smith: Senior Vice President & Chief Information Officer, Lear Corporation

Terri Tahnoose: Vice President Corporate Communications, Product Marketing,  Lear Corporation

Kirsten Marriner: Senior Vice President, Chief People Officer, The Clorox Company

Laura Stein: Executive Vice President, General Counsel, The Clorox Company

Mary Garceau: Senior Vice President, General Counsel & Secretary, Sherwin Williams

Julie Loosbrock: Senior Vice President of Human Resources, Deluxe

Amanda Brinkman: Vice President, Chief Brand & Communications Officer, Deluxe

Tracey G. Engelhardt, Senior Vice President, Direct-to-the-Consumer, Deluxe Corp.

Katherine Adams: Senior Vice President & General Counsel, Apple

Angela Ahrendts: Senior Vice President, Retail, Apple

Deirdre O’Brien: Senior Vice President, Retail & People, Apple

Stacy Bogart: Vice President, General Counsel & Corporate Secretary, Winnebago

Colette Kress: Executive Vice President & Chief Financial Officer, NVIDIA

Debora Shoquist: Executive Vice President, Operations, NVIDIA

Terri Kemp: Vice President, Human Resources, AAM

Patricia Beithon: General Counsel & Secretary, Apogee

Maureen Hayes: Chief Information Officer, Apogee

Audrey Hyland: Director, Human Resources, Apogee

Amy Dahl: Vice President, Human Resources & Distributor Development, Toro

Renee Peterson: Vice President, Treasurer & Chief Financial Officer, Toro

Kate Young: Head of Human Resources, Mettler-Toledo

Alice Heezen: Vice President, Human Resources, Trinseo

Jo-dee Benson: Vice President & Chief Culture Officer, Cirrus Logic

Kari Durham: Senior Vice President, Human Resources Skyworks Solutions

Fran Lockwood: Chief Technology Officer, Valvoline Inc

Heidi Matheys: Chief Marketing Officer, Valvoline Inc

Mary Meixelsperger: Chief Financial Officer, Valvoline Inc

Julie O’Daniel: Senior Vice President, Chief Legal Officer and Corporate Secretary, Valvoline Inc

Andi Owen: Director, President & Chief Executive Officer, HermanMiller

Rebecca Alminiana: Vice President of Human Resources, Monster Beverage Corporation

Michele Buck: President & Chief Executive Officer , Hershey

Patricia Little: Senior Vice President & Chief Financial Officer, Hershey

Mary Beth West: Senior Vice President & Chief Growth Officer, Hershey

Hilary Krane: Executive Vice President Chief Administrative Officer, General Counsel, Nike

Monique Matheson: Executive Vice President, Global Human Resources, Nike

Mary Lawler: Senior Vice President & Chief Human Resource Officer, Illinois Tool Works Inc.

Esther Ni: Vice President, Human Resources, Acuity Brands

Catherine Bruce: Vice President, Marketing Acuity Brands

Sarah Golish, Senior Vice President, Marketing & Demand Generation at Acuity Brands

Patricia Ackerman: Senior Vice President, Investor Relations, Treasurer, Corporate Responsibility & Sustainability, A. O. Smith Corporation

Shelly Ibach: President & Chief Executive Officer, Sleep Number Corporation,

Melissa Barra: Senior Vice President, Chief Strategy & Customer Relations Officer, Sleep Number Corporation,

Annie Bloomquist: Senior Vice President & Chief Product Officer, Sleep Number Corporation

Patricia Dirks: Senior Vice President & Chief Human Resources Officer, Sleep Number Corporation

Meg Newman: Chief Human Resources Officer, Keurig Dr Pepper

Maria Sceppaguercio: Chief Corporate Affairs Officer, Keurig Dr Pepper

Britta Bomhard: Executive Vice President, Chief Marketing Officer, Church & Dwight Co

Judy Zagorski: Executive Vice President, Global Human Resources, Church & Dwight Co

Rebecca House: Senior Vice President, General Counsel & Secretary, Rockwell Automation

Karen Keegans: Senior Vice President, Human Resources, Rockwell Automation

Tessa Myers: President North America, Rockwell Automation

Julie D’Emilio: Executive Vice President, Sales, Carter’s

Jill Wilson: Senior Vice President, Human Resources & Talent Development, Carters

Kathy Warden: President & Chief Executive Officer, Northrop Grumman

Ann Addison: Corporate Vice President & Chief Human Resources Officer, Northrop Grumman

Sheila Cheston: Corporate Vice President, General Counsel, Northrop Grumman

Kristin Glazner: Senior Vice President & Human Resources Officer, Wabash National Corporation

Melanie Margolin: Senior Vice President & General Counsel, Wabash National Corporation

Janet Hogan: Senior Vice President, Human Resources, Hormel Foods

Lori Marco: Senior Vice President, External Affairs, General Counsel, Hormel Foods

Kathy Waller: Executive Vice President & Chief Financial Officer, Coca Cola

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

Beatriz Perez: Senior Vice President & Chief Communications, Public Affairs, Sustainability, and Marketing Officer, Coca Cola

Lynn Wilson: Vice President, Supply Chain, LP Building Products

Erin Kane: President & Chief Executive Officer, AdvanSix Inc.

Jackie Grunwald: Vice President, Chief Information Officer, AdvanSix Inc.

If you like what you see here, please go to our site and download our latest study; “SGA Talent Introduces The Leaders Of Industry Week’s 2018 50 Best U.S Manufacturers List – Highlighting Women Leaders”

SGA Talent www.sgatalent.com.

Again congrats to all who make the list!

Sheila Greco

An Engaged Candidate Pipeline Is Powerful

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

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