Sandy Gordon Email & Phone Number

Seattle, Wa, Us

Seattle, Wa, Us

Provide HR oversight for middle and last mile global delivery services team supporting approximately two-thirds of delivery workforce. As the Executive Sponsor for the Board’s employee engagement initiatives, realized 100bps YoY improvement in employee survey scores. Stood up data insights team to inform strategic direction for talent acquisition, performance management, and workforce forecasting during a period of unprecedented increase in demand for Amazon’s services, contributing to an optimized workforce, significant improvements in retention, and four-year record highs in employee attendance. Improved span of control, introduced L&D opportunities to elevate new leader management skills and influence employee satisfaction, pioneered first-of-their-kind accessibility initiatives to attract linguistically diverse candidates, and launched/enforced HR compliance requirements for third-party providers.

Atlanta, Georgia, Us

Progressed through several operations roles with accountability for workforce planning, talent acquisition, employee engagement, safety, and customer experience. As SVP, oversaw 48% of overall domestic passenger travel. Consistently delivered on Board objectives related to corporate restructurings, business transformation, mergers and acquisitions, quality and safety, employee engagement and retention, customer satisfaction, and crisis management within a highly regulated environment. Played instrumental role in several change management initiatives. Led integration/cultural immersion of Northwest Airlines’ in-flight staff following acquisition, contributing to 85% employee engagement scores and inclusion on Fortune’s “100 Best Companies to Work For” list. Oversaw divisional level restructuring post-bankruptcy, launched economy brand (Song), created AI-inspired talent identification program, and implemented automated and streamlined regulatory processes. Talent management wins include introduction of a novel workforce planning system for 14,000 flight attendants that increased productivity and fueled tens of millions of dollars in annual savings, implementation of a more systematic and scalable talent acquisition process that boosted retention 7.5%, and launch of a performance management model that tied in-flight customer satisfaction to monetary rewards for flight attendants, resulting in 1.5 pt NPS increase, outpacing competitors, and generating hundreds of millions of dollars in revenues.