This month in our HR Advisory practice we are recruiting for the following Advisory job roles:

• Senior Human Resources Advisor
• Senior Talent Acquisition Advisor
• Human Resources Business Partner
• Director of Human Resources
• Vice President of Total Rewards
• Senior Compensation Advisor

Interested? Please contact us to learn more at recruiting@fredericksonpartners.com.

We worked with Fremont Group to place Jing Yang as Vice President, Learning and Development. Yang will be responsible for designing, developing, implementing and maintaining talent development initiatives across the company. She will report to the company’s Managing Director of Human Resources, Louise Husin.

Yang joins Fremont from Applied Materials, where she served as Head of Learning and Strategy, developing learning strategies aligned with business goals, providing thought leadership and managing a portfolio of over 600 engineering, technology and leadership courses. Previously Yang worked at Stanford Graduate School of Business as Director of Learning Design and Technology, leading initiatives to transform the teaching and learning experience and the Covid-19 response for these areas.

Yang holds a Master of Business Administration from Maryville University and a Master of Science in Educational Technology from University of Central Missouri.

Welcome Jing to Fremont Group!

• Pantheon welcomed Christine Park as the company’s new Chief People Officer. Park joins from Sitecore where she was Chief People Officer for four years, after previous HR roles at BOLD, TriNet and Kia Motors America. (Announcement)
• Ambys Medicines appointed Samira Shaikhly as Chief Human Resources Officer. With over 20 years of HR experience, Shaikhly previously spent 15 years at Gilead Sciences, most recently as Global Head of HR Corporate Functions, and held earlier senior HR roles in the tech sector. (Announcement)
• Applovin Corporation announced Christina Seafort as Chief People Officer. Seafort has held multiple leadership roles at high-growth companies, recently as Head of HR Global Mergers and Acquisitions at Amazon, and earlier at Sony Pictures Entertainment, Tickets.com and Monster Energy Company. (Announcement)
• DISCO hired Jignasha Amin Grooms as its new Executive VP, Chief Human Resources Officer. Grooms was named 2021 Gold GLOBEE “Human Resources Executive of the Year,” and has managed HR teams globally at leading tech companies including Dell, Cisco Systems and Epicor Systems. (Announcement)
• Truepill announced John Foster as its new Chief People Officer. Foster most recently was Chief People Officer at TrueCar, with earlier HR leadership roles at Fidelity Investments, Levi Strauss and Citibank. (Announcement)
• Avalara welcomed Ee Lyn Khoo as Chief People Officer, bringing with her 20 years of HR and diversity, equity and inclusion experience, including HR executive roles at Amazon, General Mills and most recently Redfin as Chief People Officer. (Announcement)
• Zscaler, Inc. announced Brendan Castle as the company’s Chief People Officer. Castle joins from Alphabet (Google), where he led a 3,000-person global recruiting group, and previously from Citigroup as Global Head of HR Shared Services. (Announcement)
• MindBody appointed Meisha Sherman as Chief People Officer. Sherman joins with 25 years of HR executive experience, most recently as VP of Global HR for Envista Corporation, and earlier at HP, Raytheon, Bank of America and a leading woman/minority owned consulting firm. (Announcement)
• GEICO named Shannon Hobbs as the company’s Chief People Officer. Previously Hobbs was Senior VP and Chief Human Resources Officer for American Century Investments, and also held key HR leadership roles at JPMorgan Chase. (Announcement)
• Deep Labs welcomed Tina Figueroa as its Chief People Officer. Figueroa has served as Enterprise VP and Chief People Officer both at global SaaS company Appriss Inc. and earlier at fintech company Kyriba. (Announcement)

How do 2022 HR priorities differ for a larger organization? This month our team gained insights from Shatana Allen, Chief People and Culture Officer at Eberl, a tech-empowered insurance solutions provider. While the company has a little over 100 corporate employees, it also has a large contingency workforce that may at times include 3,000 or more workers.

Shatana Allen, MEd, PHR, is a Chief People and Culture Officer at Eberl, a leading provider of claims handling services and technology in the U.S. Allen joined the company in 2021 from her previous role as Human Resources Director at Arrow Electronics, a global enterprise. (As Eberl is a division of Cor Partners, its parent company, Allen’s title within the overall organization is Divisional Chief People and Culture Officer.)

Q. As the Chief People and Culture Officer at Eberl, how large a workforce do you oversee?

At Eberl a unique aspect of our operating model and organizational structure is our large contingent workforce of claims professionals. From a corporate org design standpoint, we operate with a team of 100+ team members and can seasonally scale our internally staffed, W-2 temporary and 1099 contractor claims professional network to over 3,000 at any time. The seasonality factor of our business increases the competitiveness of acquiring and retaining top talent.

Conversely, in my prior role, there were 10,000+ globally dispersed employees, with a more traditional org design.

Q. What is your leading priority for HR in 2022?

My leading priorities for 2022 are: Eberl’s future of work; team member engagement; and continued focus on cultivating a culture where our team members feel a sense of belonging through how they experience inclusion, equity and diversity at Eberl.

For DEI, our priority is, “How do we build a DEI imperative?”

DEI is not an initiative, but something that is fundamentally connected to who we are as an organization. That has required us to take a step back and evaluate how we live our organizational Foundations, and where we are missing the mark.

We are working with an organization called the Corporate Education Group to help us with this important work. The thought in partnering externally is centered on a desire to work with organizations that have done this before, do it well and can challenge us to think differently and critically about how we enable a sustained equity and inclusion vision at Eberl.

My other priority is around the future of work and engaging with our contingent workforce.

In our corporate office, like most non-essential functional corporate organizations, we went from being in office five days per week, to being fully remote during the height of the pandemic. We’ve been back in office one day per week since July 2021 and will be moving to a two to three day per week hybrid model for most roles, following an exciting corporate office remodel. The decision to resume our in-person presence wasn’t an easy one. We’ve done an extensive evaluation of what we value as an organization, which includes seeking feedback from our team members.

Eberl’s future of work strategy considers how our team members experience Eberl. As we think about some of the impact of the “Great Resignation,” we understand that maintaining a pulse on our talent and our culture is an important priority, and we are understanding that it’s not just about where you work, but how you experience where you work. That is just as important to our team members.

Q. You mentioned seeing less impact from the “Great Resignation,” partly due to your efforts in DEI and belonging?

I certainly would like to say that is contributing to it and hope our team members feel that. As a People Leader, I am not naïve to the fact that they may find opportunity someplace else. Recognizing that, we do not take our foot off the gas in engaging with our team. We just recently dialed back some of our intentional engagement activities that we had during the height of the pandemic.

This means that we are continuing to do things to stay connected.

We want our employees to be a part of the journey we are creating with the future of work. Our size helps us, as we can connect with team members to get feedback, so they know their voices are heard.

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