The TA function had evolved over time, but the people, processes, technology, and data were no longer working together as effectively as they needed to. I worked across the function to understand how the pieces were operating, identify where responsibilities and workflows were disconnected, and create greater alignment across the operating model. The result was a clearer, more connected TA function with stronger processes and a better foundation for the team to operate effectively.
The recruiting team was working with technology that wasn't fully supporting the way they needed to operate, creating unnecessary work and frustration. I worked directly with the recruiting process and the technology to identify where the two were disconnected, determine what needed to change, and improve the way the system supported the team's workflow. The result was a more effective recruiting process and a system that better supported the people using it.
The recruiting process had developed over time and included unnecessary steps, inconsistent practices, and handoffs that created friction for the team. I worked through the process from beginning to end, identified where time and resources were being lost, and redesigned the areas that were creating the most problems. The result was a simpler, more consistent process that helped the team spend less time working around the process and more time doing the work that mattered.
Recruiters and hiring managers were experiencing friction because expectations, communication, and responsibilities throughout the hiring process were not always clear. I looked at the process from both perspectives, identified where the breakdowns were happening, and worked with the TA function to create clearer expectations and better ways of working together. The result was stronger alignment between TA and hiring managers and a more consistent experience throughout the hiring process.
The TA team had important work that needed to move forward, but limited capacity meant that operational and strategic projects were competing with the team's day-to-day responsibilities. I stepped in alongside the team, bringing additional TA experience and taking ownership of work that needed to get done. By working directly with the team rather than simply providing recommendations, I helped move projects forward while giving the internal team additional capacity.
The organization had invested in recruiting technology, but the processes surrounding it had not evolved at the same pace. I looked at the technology and process together to identify where the system, workflows, and team practices were working against one another, then addressed the areas creating unnecessary manual work and friction. The result was a more connected workflow and a better use of the technology the organization already had.
Joyce - Head of Talent Acquisition