Human Resources Program Manager
Role changed a bit while I was there, bear with me: - First year - "Utility knife" for the VP of HR in Googles Devices & Services division vis-a-vis my former manager. Identified problems and sore-spots around collaborating with other divisions within HR, enabled delivery of cyclical HR programs (performance review, DEI programs, the like) for our 20 People Partners. Sometimes proactive, sometimes handling fire drills, always having fun. - Second year - Change manager for Google's shift from one enormous process to another, performing real-time change mgmt as one process rolled out to replace another. "Change mgmt" here meaning that Google swapped from one performance management system to another, so I was on point to develop and deliver comms that enabled our People Partners to support the tens of thousands of Googlers with the transition. A year-long fire drill, but we got through it. - As change mgmt needs dwindled, pivoted to handle delivery of cyclical programs once again. Had an existential crisis about having a desk job forever, tried an early retirement, realized I miss the fun of it, back for more action.