Regina is a Talent Management Specialist with Memorial Blood Centers, a nonprofit supplier of blood and ambulances in the Midwest region. When Regina first started with the company as a recruiter she was phone-screening 30-50 candidates per week and sitting in on half a dozen in-person interviews. Now being more on the management and talent engagement side of things, Regina only sits in on the higher-level interviews. Her main role now is to manage the talent acquisition staff, creating search matrixes and coaching her team to perform at it’s peak level.
Transcript
I'm Regina, I am the talent management specialist with Memorial Blood Centers. It is a nonprofit, we supply blood to the hospitals and to our emergency responders here in Minnesota. So, essentially, we collect blood from unpaid donors, we do all the processing, the testing, and the distribution so that it's ready at the hospitals when people need it. Well, so I'm the talent management specialist, so I started off with recruitment, but essentially, anything that goes into somebody needing to get a job, that would be screening, going through the interview process, I help the managers with interviews themselves, creating the matrices, and knowing maybe how to assess the conversations that they're having with the candidates and determine the best fit for the role, and then, in the last year, I have started working a little bit more on engagement, so not just the people coming in the door, but the people who are there and that are staying, and understanding a little bit more about that, so right now we're doing things with their engagement survey which we do annually, and lotta coaching and training of our leaders whether it just be something as simple as what's FMLA? To how do you have a conversation with your employee? When I first started and I was just doing the hiring, I was probably having at least 30 phone screens to 50 phone screens a week, and then probably sitting in on 25% of the interviews, so we'll just say, maybe four to six in a week, depending. And now, I've kinda moved in a little bit more to the engagement side, and so we have a talent acquisition specialist that does a lot of those things, and I sit in right now on the higher-level positions, the hard-to-fill positions, or any position where the hiring manager maybe wouldn't have a counterpart to sit in, and then I also am now participating on our culture team, which is primarily leaders within our company. So they have a lot of great ideas, but what I'm finding is that they're not really able to make them actionable. So what we're gonna probably do in this coming year is look at how do we create a more effective group of culture teams? 'Cause maybe we don't need three, maybe we can consolidate and just focus on the people who wanna be there rather than the people who were told to be there.
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