Feb 2010 - Present

(Consultant – Oct. 2009 – Feb. 2010)

Sr. Technical Recruiter

Lead recruiter hired to staff newly revamped team in the Quality Assurance organization in an effort to impact the ongoing FDA audit.  Key hires within first 90 days:  Director, Post Marketing Quality Assurance (direct sourced from competitor:  Abbot Laboratories); Sr. Manager, Complaint Management Systems (direct sourced from competitor: Orthofix); Sr. Manager, QA Audit (direct sourced from competitor: Stryker); Sr. Manager, Supplier Quality (direct sourced from medical device company:  Quest Medical). 

Ongoing primary responsibilities focus on building consultative partnerships with internal customers and business partners to manage the full-cycle recruitment process.  This involves the day to day activities associated with sourcing applicants using tactics such as Google/Bing/Yahoo Boolean searches, internal ATS, as well as direct sourcing / networking initiatives via LinkedIn and cold-calling campaigns. 

A firm commitment to a structured, targeted sourcing strategy has been the hallmark of our team’s success.  The following process defines our approach for every single job opportunity at St. Jude Medical:

·        The creation and consistent use of a Candidate Profile Template (CPT) and Performance Profile Template (PPT).  The CPT helps define the background of the ideal candidate (potential companies, organization, associations, conferences, etc.), and facilitates laser-focused networking opportunities with top-level talent on the market.  The PPT describes the six to eight performance objectives a person taking the jobs needs to do to be successful.  It describes what the person needs to accomplish with his/her traits.  These two tools help us define the ideal candidate – where they are – and what they will accomplish.

·        The creation and selective distribution of a job description that markets the opportunity and captures the attention of the best talent on the market.

·        Aggressive and passionate use of direct sourcing (cold-calling) opportunities with a minimum of the top 50 referred passive and active candidates in the market. 

·        Methodical use of behavioral interviewing practices to filter and screen the top 50 referred candidates to a narrowed group of 5-8 candidates that have a vested interest in pursuing our opportunities. 

·        The consistent presentation of slated candidates that have already been “closed” (with regard to job opportunity, compensation, relocation, etc.) prior to customer presentation. 

Past Assignments:

Recruiting Manager (Contract) – Huawei Technologies May 2009 – November 2009

Managed team of four recruiters supporting the staffing activities for Huawei’s NA organization.  Responsible for day-to-day recruiting activity for the Marketing and Product Management organization, focusing on recruiting for CDMA/LTE/WiMax engineers, solutions architects, and product marketing managers.  Also, responsible for executive recruitment activity throughout the organization.  Projects Launched:  1) Implemented new vendor management system to coordinate the recruitment process for Huawei contractors and all high-volume recruitment projects; 2) Lead RFP efforts to implement nationwide Applicant Tracking System for Huawei Sales and Marketing, and R&D organizations throughout the U.S.; 3) Developed recruiting and HR reports to benchmark staffing metrics related to nationwide hiring activities:  a) On-boarding Effectiveness (to include New Hire Orientation), b) Quality of Hire, c) Hiring Manager Satisfaction, and d) Source of Hire.

Past Assignments: Microsoft / Teleca / St. Jude Medical - July 2008 – May 2009

Responsible for high-level sourcing and recruiting initiatives supporting our F500 clients in the wireless and telecommunications industry.  Staffing and search strategist using variety of online resources, software and web-enabled tools and innovative Internet search techniques to discover highly-skilled passive leads. 

Application of performance-based interviewing practices to improve passive candidate results, increase assessment accuracy, determine on-the-job success and increase productivity. 

Reporting to the Sr. Director of Human Resources (Engineering), responsibilities focus on leading recruiting team in nationwide support of T-Mobile’s National Engineering organization, including the National Operations Centers and Product Development Teams.

Performance Management/Training:

Effectively implemented DDI’s Targeted Selection Training program as a nationwide initiative to certify all Sr. Mgr and above employees within the Engineering organization.  Result:  80+ Managers trained in 3Q; immediate impact on T-Mobile’s selection system process will be realized by the accuracy/equity of the hiring process.  4Q data (Recruiting Roundtable Survey – New Hires) validated the overall success of this program on employee productivity and retention.

Reporting to the VP of Human Resources, responsibilities focused on achieving strategic HR staffing goals in alignment with Samsung Korea’s world-wide initiatives, while providing immediate impact on tactical recruiting objectives in North America.  Heavy recruitment activity focused on Samsung 5 R&D centers in Dallas, as well as customer sites in NJ, WA, and MO. 

STA recruiting team outperformed all Samsung subsidiaries in 2005 with regard to Samsung’s critical recruiting matrices:  Recruiting Efficiency Index (11%), Average TTF (41 days), CPH ($3,500), and Quality of Hire (based on customer surveys (6 month/1 year intervals) for all new hires into client organizations).

Field Operations Manager (Jan. 2003 – Aug. 2004) Special project assignment

In January 2003, I was selected to join AT&T Wireless' Network Services division (internal customer) as an Operations Manager for the Dallas/Ft. Worth market. I accepted the opportunity to manage the D/FW and West Texas team responsible for the daily maintenance and repair of wireless equipment at cell site facilities/towers (TDMA, GSM, UMTS) and switch operations. My responsibilities included the oversight of all capital budget and expenses within the market, as well as the 24x7 on-call responsibility for the quality of service offered to our wireless customers.  

Recruiting Lead – Wireless Services Network (2000-2003)

Senior Recruiter (1998-2000); Recruiter (1997-1998)

Joined AWS in 1997 as a Recruiter supporting the Southwest Region, advancing to Sr. Recruiter and Recruiting Manager; provided leadership for a team of recruiting professionals dedicated to the nationwide recruiting support for AWS’ Wireless Network Services division.  Heavy focus on RF Performance and Design Engineers, as well as the SW Dev team supporting AWS’ POS retail systems.