“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...”
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“kept on working between DuPont and Axalta for 24 years. I had an opportunity to work for 1 year in a company, life science related. And then I had the opportunity to be headhunted by a very good person that brought me to...”
“Yeah, it's a, it's great to be with you. I would say that my career journey has been one that's been dynamic and changing. I started out my career at GE and worked at GE for nearly 20 years in a variety of different posi...”
“their career at work, that someone respects them at work or cares about them as a person. So if I don't feel respected, I don't feel cared for, I don't feel like someone's helping me along my career, I'm certainly not go...”
“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?”
“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...”
“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...”
“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...”
“to Farmers and I was there for several years. Farmers had a deal where if you were with them and I helped them start small agencies and taught people how to do their first set of books and how to market and how to get cl...”
“Yes. I was not many people get that. One day HR, the next day. I don't know how that happened, but.”
“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?”
“the flip side to that is the employee loses that, that same sense of loyalty and they don't feel invested in. And so therefore we see this sort of self-fulfilling prophecy where employees feel like they've got to hop fro...”