Does this Sr. Director of HR role fit your career?

Does this Sr. Director of HR role fit your career?

Our Client, a privately owned manufacturer with revenues exceeding $225 million, is recruiting a Senior Director of Human Resources & Talent Management.  Located in Macon, Georgia, their facilities serve customers in more than 50 countries. Their values remain much the same as when they were established 80 years ago. This individual reports to the President and leads an organization of 8, supporting more than 350 employees in the U.S., and has oversight to approximately 10 employees outside the U.S. Professional Responsibilities This individual provides Human Resources leadership and services to establish a world-class Human Resource function.  He/she will be expected to develop and implement the corporate HR strategy to meet short and long term business needs in coordination with the Leadership Team. He/she will take the lead in developing and implementing processes that identify future human asset requirements (Succession Planning), and provide programs and activities  (Development, Training, Recruiting) to ensure these are present when needed, and aligned with the corporate business strategies to maximize company performance. The Person The Senior Director, Human Resources & Talent Management must have a good balance between the technical knowledge, skills and experience to lead the Human Resource function in a multi-location production organization, the interpersonal skills to collaborate effectively with a diverse group of associates and customers, the desire to use their expertise to lead change, and the agility to adapt to situations that arise. Specific Experience:  Prior work experience should provide candidates: 15+ year’s in Human Resource management/ manufacturing strongly preferred Ability to work hands-on, and at the same time lead a small organization. Ability to effectively interact with the Leadership team...
Ready to take your HRIS career to the next level?

Ready to take your HRIS career to the next level?

Our Client, a multi $ Billion diversified organization in the downstream energy industry, is recruiting a Director, HRIS.  This role, located in an attractive Southern city, reports to the CHRO.  It is accountable for providing vision, leadership planning, project coordination and management of HRIS, partnering with the leadership team to ensure successful adoption of the new HRIS system. A passion for excellence, teamwork, hard work and dedication are valued and rewarded.  A “get it done” approach works well in leading and championing change. Professional Responsibilities:  The Director, HRIS will contribute a high level of energy and organization to currently planned projects to ensure their timely and budgeted completion as well as identify areas where the HRIS processes or systems can be improved or streamlined to increase their strategic value.  He/she is accountable for ensuring continuity and successful delivery of functional services to users throughout the organization. The Person The Director, HRIS must have a balance between the technical knowledge, skills and experience to lead a complex HRIS function and the interpersonal skills to develop strong relationships and collaborate effectively with a diverse group of associates, constituents and customers.  He/she must be “business minded” and capable of translating business priorities into HR programs, processes and initiatives that drive value and meet the business needs. Expected Experience  10 years progressive experience in senior HRIS leadership roles Managed and/or implemented multiple HRIS projects; SAP preferred Vendor management experience Experience overseeing, negotiating and supervising IT contractors and vendors Experience writing reports and presentations, from creation through analysis, to all levels of the company, including the executive team An undergraduate degree in a related...
Are you hiring who you Need or who you Want?

Are you hiring who you Need or who you Want?

Need and Want have different meanings in hiring, and understanding this is critical.  Each can be appropriate and each requires a unique approach to ensure a successful recruiting process.  It is important to know the difference when you are seeking to fill key positions. The individual you need has the ability to do what is required to be successful in the role.  She will be a strong performer because of knowledge, skills and experience.  A contributing member of the organization, her presence will be a positive.  Hiring her is a good choice.  Finding people like this, and attracting them, is a challenge. Then there are times when you want someone. This is when you are looking for a person who will deliver more than just what you need.  You’re looking for the game-changer.  If the Board of Directors has to find a new CEO, they need a competent, experienced person who can deliver the business strategy.  Depending upon the situation, they may actually want someone who can give them more, perhaps by introducing a new strategy altogether.  Hiring them can be transformational to your organization. The “something extra” is usually specific experience and specialized knowledge, combined with strong personal characteristics, giving accelerated impact on the organization.  This requires searching beyond the job requirement to find the desired specifics in the individual’s background.  It takes an extremely thorough and rigorous process to identify and attract that person. We recently helped a client fill a key role with the candidate they wanted.  The process began by focusing on what they needed – individuals that were qualified.  These individuals could do the...
After Labor Day

After Labor Day

Labor Day is more than a holiday here in the U.S.  It is the day when people and organizations change.  A new sense of urgency arises.  Holidays, vacations and travel are set aside for budgets, plans, goals and business activities.  It is a dynamic time.  Think in terms of the Olympic 1500 meter, not the 10,000 meter, race.  There is a bit of time for strategy, but mostly it’s executing. That’s the approach to get the most possible out of this important time of year. Evaluate where you are, considering changes and opportunities that have arisen since your original plan.  Then get moving.  The best tactic is to determine what steps will have the greatest impact, and quickly implement them.  They should be sound, but don’t take excessive time to make them perfect! An organization’s success depends upon the people involved.  If the right people are in place in the organization, get them to buy into the vision. If they are in the organization, but not in the right role, rapidly create a structure to take advantage of their skills and abilities.  If high-performing people have notable gaps, support them.  If people who can contribute are not already part of the organization, identify and attract them. This time of year is just as important to an individual who is in an active job search.  Knowing that organizations will “turn on their afterburners,” increasing your efforts to contact people and following up with people you have previously contacted should be fruitful.  It’s a great time to be energetic! These steps determine how much momentum you gain during the critical last...
The First Five Steps in Recruiting Top Talent

The First Five Steps in Recruiting Top Talent

Preparation is arguably the most important aspect of hiring the right person.  The time invested in clarifying the role, describing ideal candidates, and establishing the selection criteria ensures emotions are only an appropriate part of the hiring decision, not a significant factor.  Advance planning places the focus on what is truly important for success in the role, reducing risk in the selection. This is the time to build a compelling story about the position and the organization, which is imperative to attract outstanding candidates. Here are the steps to make certain your efforts will deliver the anticipated results: Identify what you expect from the role Every role has expectations:  the more defined, the easier it is to create the compelling story to attract the candidates you want.  Having defined expectations and benchmarks makes early success possible; having a vision for the long-term maintains broad goals, which in turn establishes challenges as well as the ability to celebrate success. Understand what a candidate should have accomplished to be qualified Learning about a candidate’s accomplishments gives insight into how they do things.  Successes are a strong predictor of an individual’s ability to contribute in another organization.  Initial screening is simpler if there is a broad expectation of what a candidate should have achieved in prior roles to be prepared to be effective in this role.  Interviews can then concentrate on how the candidate attained these earlier accomplishments, along with what resources they required. Know the traits/characteristics required to be effective in your organization     Every organization is different.  How things get done in one organization may not work at all in...