Posts Taged sgatalent

SGA Talent Presents The Highly Accomplished Women Leaders in the “World of Anaplan.” 

As a minority owned business, SGA Talent continues to a leader in both the recruitment research and recruiting industries with an expertise in the professional services. For quite some time our focus has been to identify, pipeline and recruit top talent with experience in Analplan, Workday, Hyperion, AWS, Azure, ServiceNow, Salesforce, Google, Mulesoft and SAP. As we continue our efforts, we also continue to emphasize the importance of diversity in each talent pool and candidate pipeline. We are also proud to say we have been awarded by several of our partners as their #1 Diversity Recruitment Research and Recruiting Partner.

In keeping with our mission,  today we are excited to acknowledge the highly accomplished women leaders in the “World of Anaplan.” Congrats to all who made the list and thank you for paving the way for the many women you all continue to advise as well as mentor. For now we invite you to click on each of these highly successful professional’s name to learn about each of their journeys. Again congrats!

Ana Pinczuk: Chief Development Officer, Anaplan

Marilyn Miller: Chief People Officer, Anaplan

Klarissa Marenitch: Chief Information Officer, Anaplan

DeAndra Jean-Louis: Vice President Partner Strategy and Programs, Anaplan

Sue McKinney: Senior Vice President, Cloud Platform Engineering and Development Transformation, Anaplan

Linda Moss: Vice President, Anaplan Academy, Anaplan

Julie Sweet: Chief Executive Officer, Accenture

Amy Fuller: Chief Marketing Officer & Communications Officer, Accenture

KC McClure: Chief Financial Officer, Accenture

Ellyn Shook: Chief Leadership & Human Resource Officer, Accenture

Amy Cochran: Managing Director- North American Finance & Performance Analytics Lead, Accenture

Michelle Turner: Senior Manager-Finance & Enterprise Performance, Accenture

Michelle Parmelee: Chief People and Purpose Officer, Deloitte

Penny Stoker: Global Leader of HR Services, EY

Suzanne Bouhia: Americas Chief Communication Office, EY

Tony Clayton-Hine: Chief Marketing Officer, EY

Colleen Pietrobono: Principal, EY

Nicolina Saporito: Managing Director, EY

Julie Ziemer: Solution Leader, Akili

Joyce Sellers: Solution Leader, Akili

Sara Lee McLindon: Solution Architect, Akili

Tracey Baxter: Partner/Global Alliances Executive, Allitix

Kerry Veitch: Human Resources and Talent Management, Cervello

Susanna Lenox: Finance Director, Cervello

Barisa K. Johnson: Director, Cervello

Andrea Vaughn: Director, Cervello

Wendy Wen: Senior Manager, Impetus Consulting Group

Emily Salter: Director, Lionpoint Group

Lucy Hur: Chief People Officer, Slalom

Michele Bleser: VP, Information Technology, Slalom

Sarah Katz: Partner, Spaulding Ridge

Elizabeth Schaffer: Director, Spaulding Ridge

Jill King: Founder & Chief Financial Officer, Twelve Consulting Group

Elizabeth Ward: Director of Delivery, Twelve Consulting Group

Megan Henderson: Head of Internal Operations, Twelve Consulting Group

Aarial Ferguson-Henderson: Senior Business Solutions Consultant, Voiant

Patricia Hoerig: Senior Consultant, Accelytics

Monique Rupert: Vice President, Supply Chain Planning, Barkawi Management Consultants

Andrea Vaughn: Director, Barkawi Management Consultants

Michele Tezer: Principal, End to End Analytics

Marietta Harvey: Vice President & Global Head of Human Resources, Enquero

Heather White: Chief Legal Officer and Corporate Secretary, Genpact

Stacy Simpson: Chief Marketing Officer, Genpact

Christine Lattanzio: Communications and Change Leader, PwC

Shannon Schuyler: Chief Purpose & Inclusion Officer, PwC

If you are interested in downloading a copy of our latest report: “SGA Talent Presents Anaplan’s Partners & Leadership Teams, please click  here

As you know, we continue to be here for all of you.

Best regards,

Sheila Greco

Recruiting It’s All About Your Networks & Creating Strong Engaging Talent Communities

From the desk of Sheila Greco, Chief Executive Officer SGA Talent

As a talent advisor, networking needs to be part of your long-term success strategy.  It needs to be an activity that is part of your total recruiting effort. Just like creating a talent pool and reaching out to potential recruits to build strong candidate pipelines, asking professionals to be part of your networks or talent communities should be part of what you do too. I traditionally ask people to join my network in my initial outreach because I believe it is a nice way to end a message or note. You too can try that.  But if they don’t connect right away, and you really want them to be part of your talent communities/networks, circle back later, after the hire is made, letting them know your interest in them being part of your network. Also, as you build your talent communities be sure to choose your connections carefully, requesting only those who make sense as well as those who you believe will see the value of the connection. Please take note that building strong networks takes time—- some take weeks, months or years. But, whatever the timeframe, the time to start is now. Long term, if you want to be successful in our industry, it’s all about who you know and who knows you.

The Value Of Your Networks

Business networking and more specifically recruiting networking involves making connections not only with likely recruits or potential clients, but with those who you feel will be good for referrals for both people and business. Basically, it is all about creating trusting relationships and friendships with other businesspeople that can be mutually beneficial. It is also a great way to continue your education because you can learn from others as well as exchange ideas. Often these open discussions result in building strong bonds and trust.

Staying Connected & Being Accessible

Staying connected means to personally interact with your connections with outreach and responding to their inquiries- remember it is a two-way street. Engaging with your connections can be as easy as asking them to network with you, answering their requests, sharing relevant meaningful information or simply just catching up. It truly depends upon the existing relationship as well as how much engaging you want to do to stay connected, but it must be done. Engagements can be done on an ad hoc basis, scheduling a face to face meeting or call. Reaching out on average 3-5 times per year is typically more than enough allowing one of the touchpoints to be during the holiday season. Staying connected and accessible should not be a full-time job but part of it!

Building Talent Communities To Help Build Your Own Brand

It is good to be mindful that your talent communities were not created just to fill roles but a chance to highlight you as an expert, a thought leader as well as a resource for career advice, career movements and potentially business. Networking amongst your community has been proven to be linked to many measures of professional success. In building your brand, feel free to show the world you are an expert by sharing what you have learned during your daily activities. Sharing can be simple— It can be done in an email, with a call, a text and of course through social media. Compared to years ago, where there were limited networking mediums, social media today actually amplifies the ability to network endlessly and authentically. As I do use social media, I still prefer to send email messages, even pick up the telephone or shoot a text to share some highly relevant content. Be sure to share intelligence with your connections, it will be well worth your time.

Build, Cultivate, Engage  

You And Your Networks Are Your Best Recruiting Tools

Creating and cultivating engaged talent communities are a must for those yearning for a long-term successful career in recruiting. Tapping into your networks as you begin to fill your open roles is a great place to start your search and a great way to stay connected as well as engage with your connections. Employing this strategic approach to recruiting can shorten the time to present qualified candidates as well as cultivate, maintain and grow your talent communities. Once someone agrees to join a network most understand and have agreed in some form to be open to networking, listening as well as potentially moving for the “right” position so please don’t hesitate to reach out to them as often as it makes sense. As you continue to build, cultivate and engage I encourage all of you to use your networks as you recruit top performers.

I See The Value Of Building Networks and Being Part Of Them

Having been in the recruiting business for many years I have been fortunate enough to have built many networks and talent communities as well as being asked to be part of just as many, in both scenarios, I discovered as well as experienced the many benefits of doing so. With that said, I thank my early mentors for setting the mission to make networking part of my daily routine to build my personal brand and to showcase our company. Today it continues as I try to be there for my inner circle networking members for support, to listen, react and to be a valuable resource. I encourage all of you to make networking efforts part of your daily activities.

Please feel free to LinkIn with Sheila and  Follow SGA Talent!




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


Top Executive Recruitment

Top Executive Recruiters Agree There Are Only Three True Job Interview Questions

The only three true job interview questions are:

1. Can you do the job?
2. Will you love the job?
3. Can we tolerate working with you?

That’s it. Those three. Think back, every question you’ve ever posed to others or had asked of you in a job interview is a subset of a deeper in-depth follow-up to one of these three key questions. Each question potentially may be asked using different words, but every question, however it is phrased, is just a variation on one of these topics: Strengths, Motivation, and Fit.

Can you do the job? – Strengths

Executive Search firm Heidrick & Struggles CEO, Kevin Kelly explained to me that it’s not just about the technical skills, but also about leadership and interpersonal strengths. Technical skills help you climb the ladder. As you get there, managing up, down and across become more important.

You can’t tell by looking at a piece of paper what some of the strengths and weaknesses really are…We ask for specific examples of not only what’s been successful but what they’ve done that hasn’t gone well or a task they they’ve, quite frankly, failed at and how they learned from that experience and what they’d do different in a new scenario.

Not only is it important to look at the technical skill set they have…but also the strengths on what I call the EQ side of the equation in terms of getting along and dealing or interacting with people.

Will you love the job? – Motivation

Read the full article on …