“David, how does HR support business growth and transformation, especially when integrating both nearshore and offshore teams?”
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“people that you work closely with. So, I think HR can be a lonely place at times, but you do want to develop a support network for yourself, whether that includes people that work in HR outside of your organization, a me...”
“was outpatient healthcare, so primary specialty in ambulatory care, and I did talent acquisition. That was the point in my career where I was able to start growing and become a people leader. Oversee a team. And then our...”
“Jamie, how has your international experience, particularly in post-acquisition and merger integrations, shaped your approach to HR”
“harder thing, which would be to go— and more expensive, frankly, to go do a search. But we got it right. After the person exited, we promoted someone, and then the person we brought in was a great example of an overnight...”
“top team, which I did get to in, in small pieces with offsites. But if we didn't get that shored up, we were never going to be able to meet the retail demand. And then the second part of that is once you're able to staff...”
“wanted to be in human resources, but I didn't really know what industry or what I was interested in. I was very fortunate to get get to do a little bit of a sabbatical. I actually went and lived with a missionary family...”
“Yeah, great. But the tail end of my career, I spent a little bit of time in healthcare and I was fortunate enough to be the head of HR for Dartmouth-Hitchcock Health in Lebanon, New Hampshire. And if you're familiar with...”
“early in my career, I had a mentor who actually was the person that pushed me towards HR. I wasn't originally in HR, I was in operations, and he said, hey, have you considered this? I can make a couple calls and get you...”
“quickly, but they don't really need that person for the long term. And it could be vice versa. They have— they hire someone that's very junior that can't really lay down a foundation that they need to grow and excel. So,...”
“I think that as an HR leader or HR executive, all of us, we are involved a lot in due diligence, M&A. Sometimes it's due diligence and not M&A. I was working for Suez at this time and we decided to acquire GWater. That w...”
“journey with the company. They were supposed to get an offer probably within 7 days of that trip. A week goes by, 2. Being professional, he didn't want to over-follow up, but when it was 4 weeks, he actually found out th...”