Director, Staff Recruitment And Retention
Atlanta, Ga, Us
At Georgia State University, I jumped in the deep end just to get my feet wet. The combination of great leadership that believed in me and an environment that had much work to be done created the perfect storm for the over achiever in me to grow. I began as an Employee Relations Specialist. One year in and leadership recognized I could handle more. Within two years I was promoted to Director of Employee Relations.This was also the place where I learned saying something means doing something. One day, after becoming frustrated with the constant Employee Relations issues that resulted in grievances, complaints, EEO filings, law suites, etc. I began to review data to make connections. Why are we getting consistent complaints of the same nature? I was able to make a correlation between poor recruiting practices and complaints. We just were not hiring the right people for the positions. In my youthful naivety I said, “If we hire the right people, my department would not have to work so hard.” The leadership had questions like “What would hiring the right people look like” and “How would you change, and manage the process?” Combine those questions with my answers and Viola, Director of Staff Recruitment and Retention where I was responsible for recruiting and retaining top talent for the second largest university in the University System of GA, USG. In that role I got to, not only do work for our over 15,000 employee institution, manage three departments, implement an Applicant Tracking System to streamline the application process, and develop an internal temporary agency that generated enough revenue to sustain the department and pay for technology, but I also got to do work with the state system to write and revise policy that is used across the state of GA. I was also tapped to conduct high-level investigations at other USG Universities.See, what I mean. I just wanted to get my feet wet, but I dove all the way in.
