“They would say, whoopsie, fell. And that's a model for how we”
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12 results for “Ashley”
“to work at the top of their license. And the intake and all the medical assistant work that people had to do in the past were now taken over by the medical assistants that we trained and we hired and developed. And so ob...”
“Tina, as a leader in talent management, how do you balance maintaining New York Life's very established culture while still bringing in fresh perspectives and driving transformation and innovation within the organization...”
“Thanks for that, Gina. In an increasingly competitive job market, what are some strategies that your company has found most effective for attracting and retaining top talent?”
“financially responsible for my parents.. And so I had to leave the arts and go briefly back to the law. And then I was recruited out of the law very serendipitously by Bridgewater Associates to run the core sort of centr...”
“became a business intelligence analyst. And then I was working, you know, as a business intelligence analyst for the financial controller at Deloitte. And that's kind of where I got a bit of a taste for analytics and peo...”
“do that, because this was not a warm fuzzy kind of workplace. But I did that as a small”
“Absolutely. And so nice to be here. Thank you so much for doing me the honor of having me on today. I, I have a pretty unusual career journey, I would say. I started out working in politics. I spent some, uh, time teachi...”
“Absolutely. Thanks for having me. I'm excited to be here. So I work as the head of talent management at New York Life, and I've been in my role just over 2 years. The journey has been a mix of always being in the people...”
“Yes. I was not many people get that. One day HR, the next day. I don't know how that happened, but.”
“building? It was an unprecedented period, and I'm glad you said that. And again, when Seth gave me the opportunity, I was incredibly honored and I said yes and I leaned in. I didn't know at the time that we were going to...”
“Awesome. And as the president of New York City SHRM and assistant chief people officer, how do you effectively balance those two significant roles while maintaining high performance in both?”