Nina Brody, Ph.D Email & Phone Number

United States

Johns Creek, Georgia, Us

Committed to supporting Saia’s mission and focusing on customer needs, my role ensures that we not only address our current staffing requirements but also build a strong foundation for future growth and success. As the VP of Talent Acquisition, I have driven significant improvements in our recruitment processes, ATS and employment branding, enhancing our ability to attract and retain top talent. By focusing on process enhancements and the introduction of innovative tools, I have streamlined our hiring operations and improved key metrics, including days to fill and number of hires.Key Contributions:Process Improvements & ATS Enhancements: Refined recruitment processes and enhanced ATS to optimize efficiency, resulting in more effective and streamlined hiring practices.Enhanced Candidate Experience: Launched a new career site featuring SEO-optimized jobs with video content, career paths, and success profiles, improving the quality of applicants and the overall candidate experience.Strategic Employment Branding: Partnered with marketing to develop and launch a new employment brand both internally and externally. This initiative emphasized clear, engaging language and compelling imagery to attract and inspire candidates, including directing videos in collaboration with marketing.Innovative Programs: Introduced a military recruiting and mechanic apprenticeship program to expand talent pool and meet business needs.Driver Academy Program: Improved our Driver Academy program to focus on the education and engagement of internal employees seeking to transition into driving roles, offering a pathway for career growth.Cost Efficiency: Increased hiring volumes while reducing search firm fees, enhancing cost-effectiveness across corporate, field, and leadership positions.Talent Acquisition Strategy: Developed and executed a forward-thinking talent acquisition strategy that aligns with our growth objectives, supporting Saia’s expansion and long-term success.

Melville, New York, Us

In my capacity as VP of Talent Acquisition Operations and Strategy at CSC ServiceWorks, I have led the development and implementation of strategic talent solutions to meet key business challenges. My areas of focus include Employer Branding, Talent Planning and Forecasting, along with the design of cutting-edge Talent Acquisition Programs and Processes. Additionally, I oversee Talent Sourcing, Interviewing, Assessment, On-Boarding, and Retention, ensuring an efficient and comprehensive talent lifecycle.I hold responsibility for implementing top-tier hiring practices throughout the organization, improving the experience for candidates, hiring managers, and customers. My role is crucial in synchronizing our corporate growth goals with strong talent strategies and initiatives, primarily aimed at promoting growth and achieving tangible business results.

Blue Bell, Pennsylvania, Us

As the VP of Talent Acquisition Operations and Strategy at BrightView Landscapes, I led the development of innovative talent solutions tailored to address complex business challenges. My expertise spanned key areas including Employer Branding, Talent Planning and Forecasting, and the creation of robust Talent Acquisition Programs and Processes. I also directed strategic efforts in Talent Sourcing, Interviewing, Assessment, On-Boarding, and Retention, ensuring a comprehensive and effective approach to talent management.I was accountable for driving best-in-class hiring practices across the organization, significantly enhancing the experiences of candidates, hiring managers, and customers. My role was pivotal in aligning BrightView's corporate growth objectives with forward-thinking talent strategies and initiatives, consistently delivering results that propelled the business forward.

Deerfield, Il, Us

As the leader of enterprise-wide Talent Acquisition Operations and Strategy for the Walgreens Health and Wellness Division, I provided strategic leadership across all facets of talent management, including talent planning, recruitment, assessment, interviewing, on-boarding, and retention. My primary accountability was to drive best-in-class hiring practices, ensuring a seamless and impactful experience for candidates, internal customers, and external clients.My efforts in recruitment and retention led to significant results, including the reduction of days-to-fill, cost-per-hire, turnover rates, and search firm utilization, while simultaneously increasing retention rates, employee engagement, recruiter productivity, referral ratios, quality of hire, and satisfaction rates among candidates and hiring managers. Key sources of hire under my leadership included referrals, search engine marketing (SEM), and strategic contact management through our email center.I was also responsible for the implementation and ongoing enhancement of high-impact talent and strategic workforce planning initiatives, which developed the depth, breadth, and diversity of our talent pool. I led Talent Acquisition for two distinct business units as well as corporate recruitment, managing a budget of $6 million, a team of 25 professionals, and overseeing over 3,000 hires annually.My direct reports encompassed Talent Acquisition, Talent Sourcing, Talent Programs and Technology, Talent Acquisition Measurement and Analytics, Diversity Recruitment, and College Recruitment. My role was integral in aligning Walgreens' corporate growth objectives with innovative talent strategies, consistently driving business results and positioning the organization for sustained success.

Irvine, Ca, Us

As the leader of the Talent Management and Talent Acquisition function at Allied Barton Security Services, I was a key member of the Executive Staff Management Team, reporting directly to the Executive Vice President. My role encompassed both strategic leadership and hands-on management to drive business results and shape the future of the company’s talent integrity.Talent Acquisition:I provided visionary, proactive leadership in Talent Acquisition, creating programs and policies designed to attract and retain the highest quality talent. I oversaw the recruitment, selection, and retention of Allied Barton’s most valuable asset—its people. Leading a community of over 200 recruitment professionals, supported by a field and corporate staff of 18 direct reports, I managed the annual hiring of 32,000 non-exempt and 1,500 exempt employees.My responsibilities also included the development, implementation, and training of recruiting policies and procedures during three major mergers and acquisitions. I led strategic staffing initiatives for all exempt and non-exempt hires, driving change as a new recruitment model was rolled out, modified, and implemented. Working collaboratively with key business leaders, HR colleagues, and staff, I assessed business and staffing needs, set and managed client expectations, and ensured the effectiveness of all recruitment activities. I also served as a change agent throughout the centralization process.Talent Management:In the Talent Management arena, I was responsible for the creation and implementation of Leadership Development programs, On-Ramping and On-Boarding initiatives, Succession Planning programs, and the enhancement of recruitment and retention tools, processes, and programs. I managed a corporate and field HR management team consisting of 18 direct reports, driving the alignment of talent strategies with the organization’s overall business goals.

As the leader of Cigna’s Talent Management Department, I oversaw all aspects of the talent management processes, including Employee and Executive Referrals, Internal Candidate Management, Internal Mobility, and Talent Redeployment. My role focused on developing and refining programs that ensured priority consideration and seamless communication for all referrals, internal candidates, and job-eliminated employees.Key achievements include:Enhanced Referral Program: Increased referral ratios as a percentage of external hires by 8% while dramatically reducing program costs by 80%, from $1.3 million to $250,000.Cost Avoidance: Achieved a 200% increase in search firm cost avoidance, growing savings from $2 million to $4.5 million.Talent Redeployment: Successfully redeployed 25% of job-eliminated employees, resulting in over $2.8 million in severance cost avoidance.Turnover Cost Avoidance: Avoided $5 million in turnover costs through strategic hiring of referrals.Referral Strategy Implementation: Instituted strategies that ensured 30% of all external hires and 40% of senior external hires were sourced through referrals.In addition to these achievements, I partnered with the VP of Diversity to create, implement, and lead a National Diversity Outreach initiative, driving a more inclusive hiring approach across the organization.I was also responsible for interviewing, assessing, and brokering all mid and senior-level candidates across Cigna, ensuring a strong talent pipeline for both current and future opportunities.

As the leader of Cigna’s Early and Mid-Career Leadership Development initiatives, I was entrusted with the identification, assessment, and development planning for high-potential talent and high-impact roles across all levels of the organization. My efforts were instrumental in building and nurturing the next generation of Cigna’s leaders.Key Responsibilities and Achievements:High-Potential Talent Development: Led the charge in identifying, assessing, and accelerating the development of high-potential talent, securing a strong and sustainable leadership pipeline for Cigna’s future.Strategic Partnerships: Cultivated and maintained strategic relationships with Senior Management across business and functional areas, ensuring leadership development initiatives were aligned with organizational objectives.Career Management Technology: Directed the strategic planning and execution of Cigna’s Career Management Technology System, significantly enhancing the company’s capabilities in managing and developing its talent pool.Executive Coaching and HR Leadership: Delivered executive coaching and HR generalist support to the Business Presidents of ONE CIGNA and E-Commerce, driving success within these pivotal business units.Leadership Development Strategy: Partnered closely with the Head of Leadership Development to tackle a range of executive challenges, playing a key role in shaping and refining leadership strategies at the highest levels of the organization.

As the leader of Cigna’s Human Resources Executive Development Programs, I managed all aspects of HR functions, including recruitment, orientation, training, performance assessment, compensation, and rotational assignment selection for up to 50 associates. My role encompassed Program Development and Management, People Management, Executive Coaching, Campus Relations, and People Development.Key Responsibilities and Achievements:Program Leadership: Directed HR Executive Development Programs, covering recruitment, orientation, training, performance evaluations, and compensation to ensure effective program management.Talent Development: Identified high-potential HR talent across Cigna, building a robust leadership pipeline and preparing future leaders for key roles.Leadership Training: Designed Leadership Training programs for Managers and Program Associates, significantly boosting leadership capabilities and organizational readiness.Recruiting Strategy: Developed strategic recruiting initiatives for associates within Leadership Programs, successfully attracting top talent.Rotational Assignments: Partnered with Senior Management to design rotational assignments that met cross-divisional HR needs, providing associates with valuable developmental experiences.Developmental Planning: Created tailored developmental plans for associates, aligning with Cigna’s leadership competencies to drive career growth and enhance organizational effectiveness.Compensation Program Redesign: Revamped the Compensation program to introduce greater differentiation and alignment with Cigna’s corporate guidelines, optimizing reward structures and boosting employee satisfaction.Mentor Program: Established a Human Resources Associate Mentor Program, leveraging HR program alumni to provide ongoing development and mentorship, supporting continuous professional growth.

Member of Cigna’s Human Resources Executive Leadership Development Program. Rotated through the Human Resources functions of Training, Leadership Development, Compensation, Benefits, Talent and Employee Relations. Graduated program early to lead the University Program function for CIGNA.

Industrial And Organizational Psychology

Ma, Industrial And Organizational Psychology

Ph.D, Organization Change And Development

Ba, Psychology