Brad Hoff Email & Phone Number

Northfield, Mn, Us

Northfield, Minnesota, United States

• Evolve talent acquisition process to leverage new HRIS system, proactively engage hiring managers in the hiring process, while laying the groundwork for new on-boarding process.• Coach new managers through the hiring, interview and job offer phases, consult with managers on salary levels and negotiations.• Stabilize department during a time of extreme turnover, provide institutional knowledge and exemplify professional standards to a seven person work team which cycled through four members in under 12 months.• Provide counsel to new HR AVP

Northfield, Minnesota, United States

Facilitate St. Olaf’s COVID response to safely open campus and address issues presented by the Delta variant. Direct COVID testing program, supervise case managers addressing infected individuals, coordinate campus-wide COVID communications and COVID project team, oversee vendor relations and COVID-related supply chain.

Northfield, Minnesota, United States

Innovation: Converted Alumni Reunion model so all 2,000+ guests are fed and entertained on campus, rather than being scattered to remote locations. This required enhanced cooperation with campus partners and negotiations with the President’s Leadership Team to allow serving alcohol on campus. Executed the “Big Discovery” project where 20 students were hired and trained to conduct one on one interviews with alumni. They completed 700 alumni interviews, deepening the alumni connection to the college while honing their communication skills.Diversity, Equity and Inclusion: Recruited and maintained the most racially diverse Alumni Board in St. Olaf’s history as well as hosting the college’s largest ever gathering of alumni of color (80). Conducted listening sessions with alumni of color throughout the country.Strategic Communication: Wrote targeted communications to specific audiences, such as the first ever all alumni survey garnering 36% response rate, researched a methodology to establish an Alumni Identity Score and co-wrote survey. Regularly presented information to Board of Regents and emceed events ranging from Black Tie galas to Alumni Board meetings. Engaged alumni around emotionally charged subjects such as the college logo change actively listening to concerns while explaining college’s position.

Northfield, Minnesota, United States

Program Management: Developed a COVID testing program that conducted more than 34,000 tests during 90 different testing sessions throughout the 2020/2021 academic year. Managed five mass testing events where all 3,000+ students, faculty and staff were screened for COVID as well as building a surveillance testing program that sampled between 300 and 600 individuals per week.Innovation: Refined testing process to increase throughput and reduce labor costs by more than a third. Introduced four different testing regimes from four separate vendors as less expensive testing options became available, producing $1.3 million savings.Personnel Management: Recruited 30 professional nurses to administer tests and hired/supervised a Charge Nurse responsible for initial contacting and assessing infected individuals. This involved negotiating with two local healthcare systems to gain permission and access to their employees. Trained more than 50 volunteers to safely conduct testing.Vendor Relations: Source PPE, test kits, supplies and courier services. Negotiated pricing, managed inventory, established shipping schedules and built vendor relationships.

Engagement: Established and facilitated the BRIDGE group of key stakeholders, whose members are appointed by Deans to represent college or departmental facility needs. They provided focused/prioritized feedback from the “voice of the customer” on a campus with 80,000 daily visitors. Created bi-monthly agenda, chaired meetings, presented material and monitored action items. Starting this group was a major contributing factor to increasing FM’s customer satisfaction 10% the first year after its initiation.Communication: Lead FM’s communication efforts. Created annual communication plan to reach employees, students, faculty and staff. Established “Breakfast with Berthelsen” where FM’s Associate Vice President (AVP) meets with employees to gather feedback. Wrote AVP’s regular all staff e-mail messages. Drafted responses for President Kaler, Vice President Wheelock and AVP Berthelsen for constituent concerns regarding University facilities or FM staff. Prepare presentations for University’s Board of Regents. Maintained responsibility for crisis communications involving University facilities or FM staff. Managed one Communications Specialist and one student employee responsible for FM’s website and a related Facebook page. Oversaw FM’s “It all adds up” energy conservation campaign that generated more than 13,000 student, faculty and staff e-mail addresses for future targeted communications. Collaboration: Expanded FM AVP’s reach by representing him at various meetings and functions.

Minneapolis, Minnesota, United States

Managed FM’s Transformation Project which entailed leading the organization through a visioning process to establish what was working, what was not and how to close the gap. Held focus groups to gain input from frontline staff, supervisors and customers. Generated new vision and operating model with the Steering Committee. Recruited four chair people to lead subject specific action teams. Worked with the chairs and team members to find best practice examples from higher education and private industry to inform the new organization structure which shifted FM from a series of single trade groups to multidisciplinary teams. This improved overall work order turnaround times and increased customer satisfaction. Communicated with institution throughout project to prepare it for the transition.

Seattle, Washington, United States

Managed seven-person team for a 60-person public affairs firm. Established production and professional growth goals. Motivated staff to exceed goals while preparing them for advancement within the company. Assisted in the development and implementation of firm’s marketing plan. Led two departments from regional transportation authority through workshops to identify key stakeholders as well as political and operational issues. Designed and managed $500,000 outreach strategy to engage state and local elected officials, board members, business, environmental groups, community organizations and general public.