A monthly podcast featuring interviews with the movers and innovators in talent acquisition, staffing, and corporate human resources. Insights: Amplified is a co-production of Riviera Advisors and TotalPicture Radio.
Insights: Amplified Interviews
A Conversation with Melissa McLaughlin, Senior Director of Human Resources for the Global Lodging Group at Expedia
What happens between Recruiters and HR Generalists when a top competitor for talent is offering $100K signing bonuses and Comp Packages you can't match?
"I would say the headline from a recruiting standpoint is I really saw a department under siege, very defensive, guarded with information... one of the first things I wanted to do was understand where we stood with a lot of our open headcount, what had been happening from a recruiting standpoint. To me basic first steps, that was actually really a struggle, to get that information from our recruiters because they were so accustomed to a very adversarial relationship with HR business partners that they started from a very defensive point, kind of gave me bits of information, kept insisting it was under control." Melissa McLaughlin.
Melissa McLaughlin is the Senior Director of Human Resources for the Global Lodging Group at Expedia, Inc. where she leads the overall HR function for Hotels.com and Lodging Partner Services. Before joining Expedia, Inc. in 2011, Melissa held various HR leadership positions at Johnson & Johnson and The Gillette Company - all with an emphasis on building and deepening organizational capabilities, accelerating leadership development, and improving employee engagement.
Welcome to Insights: Amplified, a monthly podcast featuring interviews with the movers and innovators in talent acquisition, staffing and corporate human resources. Insights Amplified is a production of Riviera Advisers, helping organizations improve, enhance and optimize their corporate recruiting and staffing capabilities through sophisticated levels of expertise in tactical and strategic global talent acquisition; and by TotalPicture Radio.
Melissa McLaughlin Insights:Amplified Interview Transcript
Welcome to Insights Amplified, a monthly podcast featuring interviews with the movers and innovators in talent acquisition, staffing and corporate human resources. Insights Amplified is a production of Riviera Advisers, helping organizations improve, enhance and optimize their corporate recruiting and staffing capabilities through sophisticated levels of expertise in tactical and strategic global talent acquisition; and by TotalPicture Radio, the voice of career and leadership acceleration.
Jeremy: Welcome to a special Insights Amplified edition of TotalPicture Radio's Talent Acquisition channel. This is Jeremy Eskenazi, Managing Principal of Riviera Advisers. Today you'll meet Melissa McLaughlin, Senior Director of Human Resources at Expedia.
Why did we want to interview Melissa? As an HR executive, Melissa has a great philosophy on how to work effectively with specialized recruiting functions, and how to build a partnership in a holistic HR environment, none of this generalist versus recruiter thing we often encounter. As you'll hear, she is a great speaker on this and many topics. Melissa has been a recruiter in her past life and worked at Gillette and Johnson & Johnson prior to joining Expedia in 2011. I'm sure you'll gain a good deal of insight from this podcast. Enjoy.
Peter: Thanks, Jeremy. Melissa, welcome to TotalPicture Radio's Insights Amplified Talent Acquisition channel. I must say that when you decide to relocate, you don't mess around. First moving from Boston to the Bellevue, Washington area, and then less than a year later, accepting your current position in London. But before we dive into Expedia, can you tell us about your role as worldwide director, HR at Johnson & Johnson?
Melissa: Yes, I'd be happy to. So I was with J&J for six years and my last role had two components. One was leading the strategic HR initiatives for the DePuy Family of Companies, which is the biggest part of the medical device end of J&J and then the other part was an executive HR business partner position where I actually sat on the leadership team for our spine business within the DePuy Companies as the HR leader for that organization. So good, broad role from an HR standpoint and then deep on the business side with the spine organization.
Peter: So you moved from medical devices to the largest online travel company in the world. That's quite a transition. I'm imagining very different cultures. What perhaps surprised you in this move?
Melissa: I think between that move and then the geographical moves, it's probably making me seem a lot more interesting than I actually am because I lived in Boston for about 17 years prior to all of these changes. I think what surprised me most has really been around the speed of this business, which probably should be expected given that it's online. Speed of decision making, the impact of people in terms of driving sales - so in medical devices, certainly people play a very important role in driving sales but the numbers are associated with the seller are much larger. The feed on the street, the impact of our market managers around the world driving revenue for the organization was certainly very surprising.
Then I would say culturally speaking, the candor in the organization. So just really how direct people were with one another, how real they were in terms of accomplishing business, that there wasn't a lot of orifice, that people really were all just very committed to getting work done. Sometimes that could be a little bit messy and it can be a little bit chaotic and there's no downside to that in terms of how we evaluate people. It's all about driving results.
I would say the other big surprise for me from an HR standpoint that really, I think has generated the most learning for me are how many things that I assumed in terms of HR best practices or activities that weren't assumed at Expedia.
For example, when I would go talk to my new clients about succession planning or thinking through engagement or how we pay for performance, I assumed we would all be speaking the same language, having the same position on these being important components of our overall HR strategy. Each time I learned that I needed to really step the conversation several steps back and really explain why I thought those things were important and really provide justification for why we want to do that in this business, which for me, having operated in two environments where those were all expectations and assumed was actually a really good challenge, to really kind of teach, explain, coach, justify why we wanted to put different HR measures or practices in place. It has made small victories seem even larger because you really have to put a lot of work into educating people and getting buy-in and having really good philosophical HR conversation. So I've learned a lot from that as well.
Peter: So really, really different cultures.
Melissa: Yes, very, very different. That was a good stretch for me. I wanted and I loved my time at Gillette, and loved my time at J&J. But certainly big, global organizations, very established, 100+-year-old organizations and Expedia is 15 years old and still finding their way in many ways. I find that super exciting.
Peter: When we spoke previously, you had mentioned to me that there was a real collegial relationship between HR and recruiting at J&J, and at Gillette as well. You encountered a really different atmosphere when you joined Expedia. Can you expand a little bit on what you were talking about earlier and what did you find?
Melissa: So I would say the headline from a recruiting standpoint is I really saw a department under siege, very defensive, guarded with information. As part of my on-boarding process, one of the first things I wanted to do was understand where we stood with a lot of our open headcount, what had been happening from a recruiting standpoint. To me, again basic first steps, that was actually really a struggle, to get that information from our recruiters because they were so accustomed to a very adversarial relationship with HR business partners that they started from a very defensive point, kind of gave me bits of information, kept insisting it was under control. As I tried to probe more and ask questions about candidates, I really just kept hitting a wall because there had been so much tension between the business and the recruiters, and the HR business partners and the recruiters, that they really didn't see any reason to collaborate with our generalist population.
Peter: Were you able to discover what the main factors were which contributed to such a hostile relationship between HR and recruiting?
Melissa: I think it kind of speaks to some of the discoveries I made as sort of the people intensity of the business. So if we're down one role in a hot market, we're losing dollars hour by hour. So the pressure that gets applied to recruiting to fill positions and fill them quickly is pretty significant. So I think when that hasn't worked in the past for any number of reasons, when we haven't been able to fill positions as quickly or from a quality perspective as well as we should, a lot of finger pointing began.
The business, the line leaders would look to recruiting, recruiting would point to the line leaders and they would go through this litany of what each didn't do to get the candidate. The HR business partners took a very hands-off approach, so didn't want to have their reputation with their clients to be candid, impacted by recruiting's lack of success.
So because of that, because there really wasn't no trust amongst the three key parties, it was somewhat understandable that they weren't really eager to welcome me into the fold and look for ways to collaborate, which again was a big surprise for me.
Peter: Wow. How did the hiring managers fit into this scenario? Were they often in the position of taking sides in hiring decisions?
Melissa: Yes, I think again because of the business pressure associated with open positions, certainly not to say in previous roles that positions left open had no impact financially, but because this again, especially for the biggest part of the organization that I supported, this sort of sales end if you will of our Expedia group - because of that, the managers would just apply more pressure when things weren't working. They would yell louder and many times, they would just look to their own teams and start trying to engineer these really wild moves just to get someone into a position. So moving people not just across the US, but moving them continent-to- continent just to get people in the biggest revenue-driving roles and prioritize accordingly.
So they would point fingers. They would certainly apply additional pressure, lots of escalation, and then they'd sort of take matters into their own hands and either they'd move internal talent from other parts of the world into positions that may or may not have been the right choice and/or they would settle for candidates. And oftentimes, settle for internal candidates who may have no experience in the particular competency area that we needed, but just to get someone in the seat.
So I think they were left to react, react and react and kind of react on their own because they didn't feel like recruiting was hearing them and their HR business partner wasn't kind of putting skin in the game to help them resolve the issue.
Peter: Melissa, what are some of the specific steps you took in your own career to improve the relationship between your HR generalists and recruiters to create, as Jeremy described in his introduction, a holistic HR function?
Melissa: I think it was putting skin in the game. So as I went and did all of my 70+ orientation meetings to get to know line leaders in different members of the HR team, recruiting was arguable the number one theme in terms of what wasn't working for my clients. Instead of saying 'I see that too and clearly they don't know what they're doing', I took a functional view and focused very much on how we as an HR function needed to come together what I expected us to deliver and really turn it into a corrective but really future focus with the line leader.
I think that was something different from my line leaders. They actually fed that back to recruiting to say 'I think we have opportunities for us all to work together and I brought recruiters to meetings.' So instead of looking for an opportunity to kind of separate us and make sure we were having separate conversations so we could point out what the other probably wasn't doing correctly, I wanted it all out publicly, out in front so we could talk together and start to rebuild the trust and commonly share these problems.
I think that helped certainly start rebuilding some of the trust. I also wanted the line leaders to know that I saw this as joint accountability and looked for opportunities to participate in interview processes that maybe I didn't need to participate in, but just to really demonstrate, I wanted to see how we were all doing in terms of not just bringing people in and getting bodies on board, but really assessing talent and what are the conversations we're having. Again, I see that as part of my role.
I think finally, I have emphasized for myself but also really for my team to look for ways where we can back each other up. So I've had some recent examples where there's been a particularly challenging, non-compete issue or challenge around mobility where we really needed to sell a candidate and the recruiter has benefitted from me getting in front and saying let me push our way through. I benefitted from the recruiters' insights on the candidate and the psyche and some of the things we need to focus on as we onboard them.
So looking for ways that we can win together and really been highlighting that for my team and the recruiting team, I think has over the past year allowed us to build better inroads as recruiting to HR business partners. But then as a function to show up as a unit.
Peter: In your own experience as a recruiter, Melissa, how do you work with HR generalists you interacted with? Why do you think that no matter what company or organization HR may work in, that there's this unfortunate issue between HR generalists and the recruiting teams? This seems to be a recurring theme?
Melissa: Yes. This is my own personal view, but I think it's about functional competence. I de-personalized it, so not self-competence so much but really about having competence in what we do as an HR function and feeling as though we're adding value, that we can do that together, that we don't need to be the main person out in front all the time, that again we can win as a team. So I do think, to your point, to differing degrees, I've always seen this as an issue. I see that in conversations with recruiters where they really want to own, so to speak, that relationship with the hiring manager and kind of have that feather in their cap and where HR business partners are self-conscious about what they provide strategically to the customer. If I don't have kind of the upper hand on the relationship from an HR standpoint in comparison to the recruiters or our learning development team, then what do I have?
So I think it's just us needing to feel more competent as an HR function about the value that we provide and then it's more about being able to kind of do high-fives in the hallway with the clients, that there's a real technical skill, there's a real strategic value to our role and that we can do that together. It won't diminish either sides, so to speak.
So I think I also benefitted from that, working probably the best in my career at my Gillette where we really were able to redesign our HR model around collaboration. As a recruiter, having sat in that seat, I had HR business partners who attended my intake meetings with hiring managers so we could present a united front. If they couldn't be there, they briefed me in advance to the meeting so that I had intelligence going into the conversation because again, we saw winning as a function versus winning as individuals. Winning may transmit too strongly, but more about just succeeding and driving value as an HR function versus just recruiting or just HR business partners.
Peter: So in Bellevue, were you able to win over some of these recruiters and really create partnerships with them?
Melissa: I'm not sure if your next interviews will be - they'll probably be the ultimate judge and jury on that. But I do think so because I was very clear, not only from how I talked about recruiting and the function, but also how I expected my team to interact with recruiting, that I would reward collaboration. Then conversely where I didn't see it, I would address it.
So unfortunately, there were some examples on my own team where I felt like the business partners were being divisive and looking for opportunities to call out recruiting not in a positive way. I address them privately but it was pretty clear that that was an important value from my perspective for my team and that I looked for ways for them to lead conversations, any opportunity for us to do something together. I feel very strongly that the business partner role has a sort of connector responsibility in bringing in the different sub-functions of the HR, really taking an account manager role but that doesn't mean that we silence the sub-functions of HR, that we do it together, that we present a united front.
So there were meeting that I think even a line leader would think why do we have recruiting here, but I would be very clear if we're going to talk about building this capability in your organization, I want to start thinking about, is it something that we're going to build? Is this something that we're going to buy? Is this something we're going to leverage? I think recruiting has insights into this.
Again, trying to build some functional competence that we can bring this holistic solution and it doesn't just have to come through one department or one part of the function, one person. So I do think we got some traction there.
Hi, this is Jeremy Eskenazi from Riviera Advisers again. We'll return to our interview with Melissa in a moment. But I did want to share with all of you that I'll be speaking at the ERE Expo Fall 2012 in Hollywood, Florida this September on Best Practices in Recruitment Advertising. I'll be moderating a session on the Candidate Experience at the IACPR Global Conference in New York City on October 29th. I hope to see you at both of these important industry conferences.
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Peter: Another huge challenge you faced when you got out to the West Coast, as everyone knows, the talent marketplace that your company operates in globally is highly competitive market for engineers, software engineers, UI, UX talent and other high-tech roles. You have all the big players such as Google, Facebook, Amazon, Microsoft and a lot of startups in that market. You had mentioned to me that one company was offering $100,000 sign-on bonuses and compensation packages beyond what you are able to offer at Expedia. So as an HR leader, how do you handle this with recruiters who are losing top candidates to market competitors?
Melissa: I think it's trying to give them to sort of act through the megaphone, if you will. So I think that was certainly very frustrating as you can appreciate for our recruiters, to be in a situation where they'd be getting candidates into the pipeline, doing everything they could to sell them in the 11th hour. We have people who are, as you said, companies offering significant sign-on bonuses, long term incentives, so on and so forth.
So when I came into my role on the West Coast, I felt that recruiter frustration and that they had been kind of sharing these examples as one-offs. They were being taken in just that way. So this is sort of a one-time situation. It was this candidate, very specific niche skill set that drove this issue. That's why we lost them. So again, I see that business partner role as kind of the connector. So I took the information I had from my clients, the information I had from recruiting, the information I had from our compensation team in terms of how competitive they thought we were in the marketplace and put together what I saw as a burning platform for change.
I think kind of truly hearing the recruiter perspective, pulling out big examples and connecting it to some bigger, broader themes that clearly were transmitting from a number of different places. Then getting that to senior HR leadership and getting that in front of, in this example, senior technology leadership with some recommended actions, that we could do short term, midterm, long term, really again built the trust with the recruiting function and allowed them to feel like someone is listening. Also, provided them with some feedback on how to position some of their concerns and arguments again in the future because I think unfortunately, some of the examples had so much noise around them, so to speak, that the actual issue, the theme that really should have been coming through wasn't. So I think that was beneficial for everyone.
I do think in this particular example, we've gotten smarter around our employee value proposition at Expedia and what we want to sell. Again that comes through as something that I think that originated from these conversations and that's quite useful for our recruiters going forward. That we're not going to sell $100,000 to our sign-on bonuses but we're going to sell company culture. We're going to sell balance. We're going to sell some other things that we think give us an edge over some of these competitors.
Peter: Interesting. Of course, Expedia owns a number of leading brands including hotels.com and Hotwire, among others. In your past experience, you've worked with both centralized and de-centralized recruiting teams across multiple business and brands. How do you control competition between brands for leading candidates? Is that competition good for the business?
Melissa: It's interesting. I think J&J did this very well from an internal talent management perspective, in that we recognized and rewarded our leaders for cultivated J&J talent. So not just DePuy talent or Neutrogena talent, but J&J talent and there was an expectation that leaders would not only import people from other parts or brands of the business, but also export people. That was a measure for our senior leadership.
I think Expedia as an overall corporation, with all of the different brands that actually benefit from that sort of thinking, because I do think that that's one of the challenges. I shared this with Jeremy in the past, that I see in that there isn't really an incentive to share talent. In fact, there's competition between sort of what's the better part of the business to work for, and that's somewhat natural. But I think it does create a situation that we have these different brands and we're a very global organization. The number one reason people exit is still crew development, which to me doesn't make a ton of sense because again, unless you're not mobile there's a tremendous amount of opportunity and arguably, if you're in London or Bellevue, you can still move within all of the brands pretty successfully and have a pretty cool Expedia career.
I think the incentive for leadership to import, export and develop people for the long term is missing. I think as we're seeking top talent externally, I do think again just an overall framework in terms of joint accountability, where do we need to place high potential talent, a better understanding of what are our critical roles and where do we have talent gaps would really serve this organization well. I think we're on a road to that, but there is a cultural shift that's got to come with that. I definitely felt that in a very positive way at J&J.
Peter: Who do you report to at Expedia?
Melissa: My role is supporting hotels.com and our lodging partner services group, which is through the partner-facing side of the lodging business. I report to the vice president of the Global Lodging group, which comprises those two groups as well as Venere, which is our Southern European online hotel site.
So my role is global, one, based in London and that's largely because the two presidents I support are based in Europe. I actually have a global role. So hotels.com is headquartered out of London but people globally. Then our lodging partner services group, because they are embedded in locations near hotels around the world, is truly global. So that's 600/700 people all around the world in all of our markets.
Peter: You're really growing in the Chinese market right now, are you not?
Melissa: Yes. So in terms of, if you look at the trends around online travel, the real growth opportunities are in Latin America and Asia Pacific. So we're certainly doubling down in those areas to make an impact. Even though my role at J&J was worldwide director, the exposure I've gotten in Latin America and Asia Pacific is really like nothing else I've had in my career to date. So it's really exciting.
Peter: Melissa, how would you rate the candidate experience at Expedia?
Melissa: I think the executive candidate experience, senior director and above, that's how we segmented it at Expedia, a 10 out of 10. So I think there's a lot that we can leverage from how we take candidates through our executive process into our sort of mainstream process. I would say our mainstream process right now differs regionally, but overall I would give it a 6 out of 10 and improving. I think there's been a lot of learning over the past few years and I see the group kind of each day getting better and better. I would say right now we're still probably only at a 6 out of 10 for candidates.
Peter: And at the senior executive level, are your recruiters in-house or are you using executive search firms? How are you bringing these candidates into the company?
Melissa: So we have a senior leader for executive recruiting who quarterbacks all of our searches. Increasingly, a lot of those searches are managed in-house. He has a team to do that work and then he balances that out with working with executive search forms. So it's a mix, but how he's engineered the process and the overall experience is, in my opinion, second to none.
Peter: Would it be fair to say that the pace at Expedia is quicker than it would be at a J&J or Gillette?
Melissa: It is. That's just their comment. So I think I had lots of interesting and complex work at J&J for sure, same with Gillette. But I would say the way that of course things move online and how quickly things change is reflected in how we manage our teams, how we make decisions and our expectations certainly for our function. I would say it's definitely faster paced.
Peter: What are some of the current challenges that you are faced with and that you are working on right now?
Melissa: The group that I'm a part of, this Global Lodging Group is really newly-formed. So our supplier-facing function, the folks that worked with our airlines and hotels and the car organizations to procure deals that we post on our websites, we've just aligned the supplier side with the demand side, the front end, the hotels.com, expedia.com, vetere.com, to make different business units.
So Global Lodging Group is really about an alignment of supply and demand. Those groups have been broken out for five-plus years. So bringing them together kind of similar to some of the things that we talked about candidly with the recruiting and HR business partners, establishing trust when there are probably in the past, different levels of trust, is a really fun challenge. Because I sit right between hotels.com and lodging partner services, the demand and the supply side, I have a really great opportunity to help bridge that conversation between the two groups and look for ways for us to collaborate differently.
So this is a new structure as of seven months ago. So that's a huge challenge for me. It has lots of implications certainly from a talent standpoint as we think about building capabilities in the organization, as we think about kind of organizational effectiveness. That's all a part of my remit now, which has been really exciting for me.
Peter: One final question for you. Is there anything we haven't discussed that you would like to share with the recruiters or HR leaders listening to this interview?
Melissa: I think we've covered an awful lot.
Peter: Yes we have in this interview.
Melissa: I value and I don't see this all the time, and even I think when it's espoused, I don't see it practically working, but I really think there's a tremendous amount of value in moving between general and specialty elements of HR. So I always look for opportunities as I think about my next move as to whether or not I want to go back into a recruiting leadership position, a leadership position for LND or comp and ben or if I want to say on a generalist path.
So I really do think having been in on the specialty side and now on the generalist side, I think that's really helped me with my perspective in how I show up in the organization. So I think that's something that I would like to see more of, that we take those chances.
I just brought some amongst my team nine months ago, who came out of recruiting. That was really her background and she's been a sensational add to the generalist team. So I think looking for those opportunities to certainly try to see it from the other side and then really invest in seeing it from the other side, so to speak and making those career moves I think are beneficial. I continue to try to make that a reality with my team at Expedia.
Peter: Melissa McLaughlin is Senior Director of Human Resources at Expedia. Melissa, thank you so much for taking time to speak with us today. Best of luck to you.
Melissa: Thanks. It's been a pleasure.
Thank you for tuning into the latest Insights Amplified, a production of Riviera Advisers and TotalPicture Radio. You can subscribe to this podcast on iTunes. Just do a keyword search for Insights Amplified. Also subscribe to the Insights from the Riviera blog at rivieraadvisers.com/blog.
To learn more about Riviera Advisers' real world experience at leading and managing global corporate internal recruiting and staffing functions, please call toll free 800-635-9063 or visit rivieraadvisers.com.
Riviera Advisers is a member of the ASHER Talent Alliance, a global alliance of talent acquisition providers working together to benefit the unique and individual needs of their clients. To learn more about ASHER, visit ashertalent.com.
DJ Norman and his talent acquisition teams hire over 15,000 new employees each year.
"Every time I get to extend an offer and see somebody new walk in the door, it reminds me as to why I do what I do." DJ Norman
Coca-Cola Refreshments employs over 70,000 people working across their facilities operating vehicles, coolers, vending machines and beverage dispensers. We're delighted to have DJ Norman with us today.
Welcome to the special Insights: Amplified edition of TotalPicture Radio's talent acquisition channel. This is Jeremy Eskenazi, Managing Principal of Riviera Advisors. Today you'll meet DJ Norman, Group Director of Talent Acquisition at Coca-Cola Refreshments.
Why did we want to interview this talent acquisition executive? DJ is responsible for recruitment in North America and leads a large number of managers and recruiters responsible for hiring thousands of employees every year across the US and Canada.
DJ supports multiple client groups including sales, distribution, and production operations. A major challenge of the staffing operation has been the integration of Coca-Cola Enterprises into the newly organized Coca-Cola Refreshments Organization.
I'm sure you'll gain a good deal of insight from this podcast. Enjoy!
A conversation with J. Craig Mundy Vice President, Human Resources and Communications, Climate Solutions Ingersoll Rand
An Insights Amplified special presentation: How to plan the workforce, acquire the right talent, develop the right talent, retain and engage talent, and track results.
J. Craig Mundy is an innovator who develops and applies creative HR programs and talent solutions. The result is profitable growth, increased productivity and market expansion. He delivers measureable business results in all the company's operational geographies worldwide. Mundy designs and applies HR platforms that foster creativity and encourage leadership. Peter Clayton met Craig at the HCM Summit in Boston, where he spoke on many of the challenges facing HR professionals in the new global economy. His approach is results-oriented and bottom line focused.
He is a leader in creating "Green" jobs globally in direct alignment with the Climate Solutions Sector's focus on energy efficiency and the environmental impact of buildings. Mundy is instrumental in the growth of the company's leading position in global HVACR through strategic talent acquisition and leadership development.
Behind-the-Scenes with Randy Goldberg, Vice President of Recruiting for Hyatt Hotels and Resorts
"We want to make sure when somebody tweets out that there's a job at a particular hotel, but if they're on their iPhone or mobile device and they click on that link for that job, they should be able to read what that job is. Right now, most companies if you clicked on that job link, it's taking you to a major ATS vendor, you're not going to get a mobilized version of that job and you're not going to be able to apply, right? That doesn't make for a good candidate experience." Randy GoldbergWelcome to Insights Amplified, a monthly podcast featuring interviews with the movers and innovators in talent acquisition, staffing and corporate human resources. Insights Amplified is a production of Riviera Advisors, helping organizations improve, enhance and optimize their corporate recruiting and staffing capabilities through sophisticated levels of expertise and tactical and strategic global acquisition, and by TotalPicture Radio, the voice of career and leadership acceleration.
Randy Goldberg is responsible for the planning, implementation and evaluation of Hyatt's recruiting programs and initiatives to ensure that Hyatt's talent needs are met. Randy works cross-functionally to establish Hyatt's Talent Acquisition strategy and integrate them into business plans and company-wide practices. These efforts have led to recent recognition for Hyatt including BusinessWeek's "Best places to launch a career", CollegeRecruiter.com's "top employer list" and others. Peter Clayton met with Randy at the recent HCM Summit in Boston, where he took part in a panel discussion focused on talent acquisition options and innovations.
Extreme Recruiting. Needed: Sr. Director of Engineering, Memory Platform Products. That's for starters
"An organization's ability to excel is solely based on the ability of the employees to get it there."
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Leon has extensive domestic and international Human Resources experience - primarily with high-tech companies.
Now, why did we want to interview Leon for the Insights: Amplified series? With a 25-year-plus career in HR, Leon's expertise includes executive coaching, management training, organizational development, talent acquisition and team building. His insights' regarding HR leadership extend to teaching Human Resources at the University of California, Santa Cruz, Extension Program. I'm sure you'll gain a good deal of actionable information from our interview today!
Inphi, founded in 2000, is a fabless provider of high-speed analog semiconductor solutions for the communications and computing markets, providing high signal integrity at leading-edge data speeds that are designed to address bandwidth bottlenecks in networks, minimize latency in computing environments and enable the rollout of next generation communications infrastructure.
The company has 40 open reqs for engineers with titles like "Sr. Staff ATE Validation Engineer" with qualifications that include, "lead and execute PHY SERDES device validation on ATE platform."
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