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As a high-impact organizational change agent, my track record includes turning around underperforming and building new recruiting organizations. I leverage my past large-scale, global experience to develop key talent pools to deliver the talent needed to meet succession and workforce planning goals. I partner with organizations to implement/improve people, process, and technology recruiting solutions to drive efficient and cost-effective results: speed of hiring, costs of hiring, quality of hires, attracting diversity, employment brand, and more.✅ Drove a much-needed increase in diversity, boosting military and diversity hiring by 25% for operations recruiting through direct outreach programs and processes.✅ Collaborated closely with senior leadership teams to ensure the most effective utilization of human resources to support multiple client teams with more than 15K employees based in the US, Australia, Japan, and Europe. ✅ Reduced time-to-fill from 100+ days to 46 and improved diversity of hires to 57%.---------------------------------------------------I am also a contingent labor expert with extensive experience building programs to support the total talent needs of organizations and shaping the vision, priorities, delivery, and team to implement contingent talent programs. Within my career, I have built programs from scratch and inherited existing programs. In any case, I drive the team to the next exciting stage of maturity while maintaining alignment with the evolution of the rest of the business. ✅ Implemented second-generation VMS/MSP program with global contingent labor service providers to standardize contracts, renegotiate terms, and reduce ~$4M in costs while efficiently hiring supplemental and seasonal workers.✅ Introduced a contingent labor program with initial savings of $18M, and full implementation anticipated to save $40M per year.✅ Jumpstarted a comprehensive shift in contingent and permanent labor initiatives, driving contingent labor policy, strategy, and process changes with anticipated annual savings of over $20M.---------------------------------------------------My leadership style centers on mentoring and motivating internal and external teams to partner effectively in support of the business.
Gxp-Storage
View- Website:
- gxp-storage.com
- Employees:
- 16
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Gxp-StorageOklahoma City, Ok, Us
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Human Resources ExecutiveGxp-Storage Jul 2024 - PresentMiddlesex, North Carolina, UsHuman Resources at GXP-Storage drives the strategic HR, recruitment, and retention of top talent to ensure we win in the marketplace and provide world-class service to our customers. Our team is dedicated to upholding the highest standards in regulated storage, ensuring security, compliance, and efficiency in all operations. By fostering a culture of innovation and excellence, we support the organization's mission of delivering responsive, end-to-end managed storage solutions for research, manufacturing, and biomedical materials.
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Global Head Of Talent Acquisition & Contingent LaborCorteva Agriscience Jul 2018 - Aug 2023Indianapolis, Indiana, UsFollowing the official spin-off, I transitioned to serve full-time in the Corteva business.➟ Led the hiring efforts for this $20B pure-play agricultural company (Corteva), operating in 130 countries and founded on the rich heritage of industry leaders Dow, DuPont, and Pioneer—committed to innovating, serving communities, and upholding sustainability in agriculture.➟ Worked alongside branding and communication to quickly establish and convey a distinct company employment brand and structure to the marketplace. Launched new and fresh systems and processes while staying within cost-per-hire boundaries. ➟ Implemented second-generation VMS/MSP program with global contingent labor service providers to standardize contracts, renegotiate terms, and reduce ~$4M in costs while efficiently hiring supplemental and seasonal workers.➟ Collaborated with internal and external partners to systematize the processes to capture and report the total workforce and costs across the organization by implementing technology platforms to capture the employee and contingent labor costs and associated details. -
Global Head Of Talent AcquisitionDowdupont Jul 2018 - Jun 2019I joined DowDuPont a year ahead of spinning Corteva out as a new, independent company, as well as Dow and DuPont re-emerging as distinct companies.➟ Co-led recruitment efforts to hire the workforce to support the spin-off and new business of all 3 organizations (Corteva, Dow, and DuPont), making ~13K hires/transitions.➟ Created and implemented clearly defined recruiting methods for their respective (future) talent acquisition entities. -
Independent Hr ConsultingBoyett Hr Consulting Apr 2017 - Jul 2018As a consultant, I lent my expertise and provided consulting services in support of end-to-end talent acquisition transformation through people, process, and technology solutions from candidate sourcing to onboarding; talent management process/program design, integration, and measurement; and future-state organizational design and integration recommendations and support for corporate M&A transactions. ➟ Advised clients across technology, hospitality/entertainment, and federal government contracting.
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Director, Talent Acquisition, Mobility, & Contingent LaborWilliams Jul 2013 - Feb 2017Tulsa, Oklahoma, UsI served as a key member of the Williams human resource leadership team, ensuring that Talent Acquisition practices and programs support the business strategy, goals, management principles, shared values, culture, and philosophy of the organization.➟ Turned around the reputation and partnership of the recruitment team across HR and line of business leaders with a 9.1 average score (on a scale of 10). Improved the candidate and hiring manager experience with the recruitment team through process optimization, technology enhancements, service level agreements, and rigorous measurement protocols to drive down time-to-fill and cost-to-hire. Enhanced the employee referral platform to fill 22% of positions and an internal candidate selection rate of 38%.➟ Strengthened company employment branding by 40%+ to targeted audiences of college/tech schools, operations/skilled trades, and experienced professional candidate hiring through social media channels.➟ Drove a much-needed increase in diversity, boosting military and diversity hiring by 25% for operations recruiting through direct outreach programs and processes.➟ Identified areas for rapid, multimillion-dollar savings. Introduced a contingent labor program with initial annual savings of $18M, and full implementation anticipated to save $40M per year. -
Director, Talent Management & AcquisitionSouthern California Edison (Nyse: Eix) Aug 2007 - Feb 2013Rosemead, Ca, UsFor more than 5 years, I propelled SCE’s Change Management, Policy Development, Talent Mobility, Needs Analysis, and Executive Team Collaboration for this 20K-person firm.➟ Overcame challenges posed by an aging workforce (retirements en masse, etc.) by attracting new talent from within the industry and leaders from other sectors with relevant experience, as well as capitalizing on talent acquired via M&As to begin layering new hires into the company to assume these roles as senior employees retired.➟ Invigorated a tired hiring task and lifted the aptitude of candidate pools. Reduced time-to-fill from 100+ days to 46 and improved diversity of hires to 57%. Redesigned recruiting metrics and institutionalized accountability for achieving objectives. Supported annual hiring of 4K-6K staff members, 60% of whom were recognized technical professionals.➟ Saved $5M+ in unnecessary spending and reinforced the company’s bench strength. Streamlined 200+ course offerings to a core of 7 at appropriate levels. Integrated a core competency model to align courses and materials with other Talent Management systems. Used skilled external facilitators to enhance credibility and delivery. ➟ Championed SCE’s first enterprise-wide performance management process and system overall over a 2-year period. Defined and standardized executive, management, and professional competencies and integrated them across functions. Streamlined stakeholders’ input process to ensure unobstructed information flow. Established previously non-existent enterprise metrics for the Talent Management function.➟ Jumpstarted a comprehensive shift in contingent and permanent labor initiatives. Defined forecasting and workforce planning processes for executive, non-executive, and provisional workforce to mitigate risk. Drove contingent labor policy, strategy, and process changes with anticipated annual savings in excess of $20M. Created succession plans to ensure leadership continuity. -
Senior Vice President Of Leadership, Learning & Organizational EffectivenessBank Of America (Nyse: Bac) Apr 2006 - Aug 2007Charlotte, Nc, UsAs the SVP of Leadership, Learning & Organizational Effectiveness, I directed learning, leadership development, organizational effectiveness, and business partner support for more than 60K bank associates in the Global Capital Markets and Global Technology Services and Fulfilment businesses. I specialized in Key Talent Retention and Process Improvements.➟ Increased retention of key talent by 40% through a rigorous selection/assessment process, developmental job rotations, timed promotions, targeted development programs, and performance management and feedback.➟ Reduced high-potential development cycle time by 6 months for key roles and increased successor performance by 12%, as measured against predecessor performance. -
Director, Talent Management & AcquisitionDuke Energy (Nyse: Duk) May 1999 - Apr 2006Charlotte, North Carolina, UsThroughout my 7-year tenure with Duke Energy, I led all the design, implementation, and governance of enterprise talent management practices for this 20K+ person global firm. I specialized in Process Integration, Best Practice Development, Succession Planning, and Executive Search Functions.➟ Personally managed 30+ critical executive searches: board members, CFOs, multiple business units, and country presidents, general counsel, financial planning & analysis, merger & acquisitions, chief risk officer (CRO), chief information officer (CIO), and controllers.➟ Built and optimized the talent management process, reducing the annual operating budget by $3M+ by driving efficiencies in the service delivery model and eliminating non-strategic programs.➟ Developed recruitment strategies in response to the board’s request to attract and recruit diverse business leaders. Boosted executive diversity placements by 40% and built a pipeline of MBA talent for leadership positions by creating partnerships with critical schools and organizations.➟ Partnered on organizational and work redesign and employee transition efforts for key business sectors to realize cost efficiencies for acquisitions of Union Gas (2006) and Cinergy Corporation (2007). Supported the spin-off of the gas pipeline business to form Spectra Energy (2007). -
Division Director, Executive DevelopmentEds (Now Hewlett-Packard Enterprise, Nyse: Hpe) Mar 1998 - May 1999Upon re-joining EDS for a brief period, I developed new and integrated existing processes into a cohesive talent development system across the global operation.
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Director, Executive & Organization DevelopmentMci Telecommunications (Now Verizon, Nyse: Vz) Mar 1996 - Mar 1998Basking Ridge, Nj, UsDuring my time with MCI Telecommunications, I focused on Process Improvement, Team Development, Needs Analysis, Talent Acquisition, and Cultural Alignment.➟ Implemented new or redesigned processes to work in concert with end-to-end talent identification and development in a competitive and rapidly changing business environment. ➟ Added new team members and increased the team skill set. -
Director, Executive Development & Assessment CenterEds (Now Hewlett-Packard Enterprise, Nyse: Hpe) Aug 1993 - Mar 1996As the Director of the Executive Development & Assessment Center, I specialized in Systems Automation, Succession Planning, Research Implementation, Developmental Coaching, and Executive Development.➟ Led the creation, systems automation, statistical validation, and global implementation of quantitative and qualitative survey research on EDS’ leadership population for succession planning and executive development. ➟ Worked closely with the leadership team to develop a corporate-wide competency model and to create a multi-rater assessment-for-development process to provide individualized developmental feedback and coaching for EDS’ leadership population.➟ Developed and implemented a succession planning process and system to identify, develop, and place key leaders into top leadership roles.
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Human Resources Manager, Executive DevelopmentEds (Now Hewlett-Packard Enterprise, Nyse: Hpe) Jul 1992 - Jul 1993Transitioning 2 years later, I specialized in Executive Development Program Design, Succession Planning, and Global Corporate Leadership in this corporate staff assignment with global start-up leadership responsibilities. ➟ Spearheaded the research and development of EDS’ global Executive Development program, strategically designed to create additional bench strength within current, next-in-line, and developing executive groups. The Executive Development process included a methodology for the selection, development, succession, and progression planning of EDS’ high-potential leaders.
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Manager, Human Resources GeneralistEds (Now Hewlett-Packard Enterprise, Nyse: Hpe) Jul 1990 - Jul 1992When I first joined EDS, I specialized in Human Resources Realignment, Organizational Implementation, Business Unit Reorganization, and Human Resources Education & Consulting.➟ Collaborated closely with senior leadership teams to direct the implementation of plans and programs to ensure the most effective utilization of human resources to support multiple client teams, including the Finance and Insurance Group and Sourcing/Procurement business units, with more than 15K employees based in the US, Australia, Japan, and Europe. ➟ Led the implementation of several new organizations and more than 20 reorganizations for the business units supported.➟ Provided education and consultation to senior leadership on effective human resources practices, including employee selection, transition, and relocation; generalist support; employment policy and procedures; compensation planning; and performance management.
Paul Boyett Skills
Paul Boyett Education Details
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Pepperdine UniversityGeneral -
Ibaraki Christian UniversityExchange Student - Oklahoma Christian University
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Oklahoma Christian UniversityCommunications
Frequently Asked Questions about Paul Boyett
What company does Paul Boyett work for?
Paul Boyett works for Gxp-Storage
What is Paul Boyett's role at the current company?
Paul Boyett's current role is Human Resources | Talent Management | Global Talent Acquisition | Contingent Labor.
What is Paul Boyett's email address?
Paul Boyett's email address is pa****@****ams.com
What is Paul Boyett's direct phone number?
Paul Boyett's direct phone number is +140594*****
What schools did Paul Boyett attend?
Paul Boyett attended Pepperdine University, Ibaraki Christian University, Oklahoma Christian University.
What skills is Paul Boyett known for?
Paul Boyett has skills like Talent Management, Performance Management, Succession Planning, Onboarding, Workforce Planning, Organizational Development, Talent Acquisition, Human Resources, Leadership, Change Management, Leadership Development, Management.
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