GROUP 928 BLOG

The First Post Acquisition Hire Patterns I’ve Seen After 30+ Years in Manufacturing

Thu, 01 Jan 2026 20:34:28 GMT

The First Post Acquisition Hire

Patterns I’ve Seen After 30+ Years in Manufacturing

I have spent more than three decades working inside PE-owned manufacturing companies, and I have seen acquisitions from the inside not just from the boardroom view. Every deal brings urgency, pressure, and a clear expectation to move quickly. That pace makes sense. What often gets less attention is how much weight the earliest leadership decisions carry once the acquisition is complete.

1. Understand the Business Inside and Out

You can't be strategic if you don't know where the business is heading. As an HR leader, I made it my mission to understand our company's strategic plan, market position, and competitive landscape. I attended strategy meetings, pored over financial reports, and regularly met with executives from other departments. This allowed me to anticipate future talent needs and proactively plan our workforce strategy.

Successful first hires also invest early in middle leadership. Plant managers and frontline leaders are the multiplier. When they are engaged and supported, change travels faster and holds. When they are bypassed, execution slows even if top level alignment appears strong.

Finally, restraint matters. Leaders who get this right are thoughtful about what not to change yet. They ask better questions before offering solutions. They separate inherited problems from new expectations. This is not hesitation. It is judgment.

A Risk Decision Disguised as a Hiring Decision

For PE partners and portfolio CEOs, the first post acquisition hire is often treated as a necessary step to maintain momentum. In practice, it is one of the earliest and most consequential risk decisions made after close.

When approached with intention, this hire reduces execution risk across the hold period. It stabilizes the organization during a moment of change. It improves adoption of strategic initiatives. And it creates a leadership foundation that supports future decisions rather than forcing correction later.

Over time, the pattern is clear. Acquisitions that prioritize leadership judgment early experience fewer downstream surprises. Less turnover in critical roles. More predictable execution.

After decades inside PE-owned manufacturing companies, the strongest outcomes I have seen did not come from rushing this decision. They came from recognizing it for what it is. An early opportunity to reduce risk before it compounds.

Christina Rever Stroud SPHR

�� Group928.com �� 864-334-6979 �� Christina@group928.com

How Automation Is Changing the Talent Game in Manufacturing

Wed, 01 Oct 2025 20:13:54 GMT

How Automation Is Changing the

Talent Game in Manufacturing

1. Understand the Business Inside and Out

But the real difference maker in this transformation is leadership. The most successful executives know that implementing automation is as much about people as it is about technology. The introduction of robotics, artificial intelligence, or smart systems often brings uncertainty, and strong leaders understand how to manage that change. They communicate early, explain the reason behind new initiatives, and create opportunities for employees to learn and grow with the technology. When people understand the vision, they are far more likely to support it.

Christina Rever Stroud SPHR

�� Group928.com �� 864-334-6979 �� Christina@group928.com

What to Look for in Hiring New Executives in Private Equity

Fri, 01 Aug 2025 20:09:32 GMT

What to Look for in Hiring

New Executives in Private Equity 

1. Understand the Business Inside and Out

Christina Rever Stroud SPHR

�� Group928.com �� 864-334-6979 �� Christina@group928.com

Think You're Their Only Option? Think Again

Mon, 28 Jul 2025 15:25:32 GMT

Think You're Their Only Option?

Think Again

1. Understand the Business Inside and Out

Christina Rever Stroud SPHR

�� Group928.com �� 864-334-6979 �� Christina@group928.com

Communicating Business Status in Uncertain Times

Fri, 18 Apr 2025 16:06:54 GMT

Communicating Business Status

in Uncertain Times

1. Understand the Business Inside and Out

Address Reality, But Control the Tone

Tough news lands better when it’s balanced. Pair the message with action. For example:

“We’ve seen a slowdown in orders, and we’re adjusting our spending. We are not planning layoffs.”

Stay away from dramatic language or false reassurances. A steady tone builds trust.

Keep Messaging Consistent Across All Levels
Mixed messages can cause anxiety. If your supervisors aren’t aligned with the executive message, the story on the floor will shift. Provide them with key points they can repeat clearly.

Christina Rever Stroud SPHR

�� Group928.com �� 864-334-6979 �� Christina@group928.com

The Ripple Effects of Tariffs

Fri, 31 Jan 2025 15:53:33 GMT

The Ripple Effects of Tariffs

1. Understand the Business Inside and Out

Increased demand for global and domestic supply chain expertise to navigate complex sourcing decisions
A growing need for strategic planners who can anticipate and respond to policy shifts
Production teams requiring new technical skills as processes change
HR departments developing innovative training programs to support workforce transitions

Christina Rever Stroud SPHR

�� Group928.com �� 864-334-6979 �� Christina@group928.com

Political Climate Is Shaping Hiring Trends

Tue, 26 Nov 2024 16:08:17 GMT

Political Climate

Is Shaping Hiring Trends

1. Understand the Business Inside and Out

Corporate Political Expression

The pressure for companies to take political stances has influenced hiring in several ways. First, there is an increased emphasis on corporate communications roles to navigate political discourse. Second, there is a growing demand for government relations and public affairs expertise. And last, we are seeing an enhanced focus on risk management and reputation-related positions.

Skills and Qualification Priorities
Our clients are placing a greater emphasis on cultural competency and the ability to work with diverse teams. We also see a rising demand for crisis management and stakeholder communication abilities; clients are absolutely asking candidates about their experiences from previous employers.

Christina Rever Stroud SPHR

�� Group928.com �� 864-334-6979 �� Christina@group928.com

The Impact of Staffing on Year-end Supply Chain Activities

Wed, 23 Oct 2024 14:16:04 GMT

The Impact of Staffing on

Year-end Supply Chain Activities

1. Understand the Business Inside and Out

Key Staffing Challenges

1. Holiday-Related Absences

The holiday season naturally sees an increase in employee time off, which can significantly impact supply chain operations.

2. Temporary Workforce Challenges

To meet increased demand, many companies hire seasonal workers, which brings its own set of challenges. Temporary staff often lack familiarity with company-specific processes and systems.

3. Burnout and Fatigue

The intense pressure of year-end activities can take a toll on employees. Long hours and high stress are common, potentially leading to decreased productivity and accuracy. Employee burnout can result in errors in inventory management, order fulfillment, and other crucial areas.

4. Skill Gaps

The absence of key personnel can create significant skill gaps. Specialized roles in areas like supply chain analytics or system management may be difficult to cover. The loss of institutional knowledge, even temporarily, can slow down decision-making processes.

5. Communication Issues

Staff changes and absences can disrupt normal communication channels. With regular staff absent, established communication chains may break down. This can lead to misunderstandings, missed deadlines, or errors in order processing.

Strategies to Address Staffing Challenges

To mitigate these staffing-related issues, companies can implement several strategies:

1. Plan Ahead for Coverage

Create detailed staffing schedules now! Ensure that critical roles are always covered, even during peak holiday times. Develop a clear system for managing time-off requests to balance employee needs with operational requirements.

2. Cross-Train Employees

Increasing the versatility of your workforce can provide valuable flexibility. Now is the time to teach staff multiple skills to create a more adaptable team. Plus, cross-training can also boost employee engagement and job satisfaction.

3. Implement Robust Onboarding for Temporary Staff

Develop efficient, focused training programs for temporary employees. Pair seasonal workers with experienced staff for mentoring and support. Create clear, easy-to-follow documentation for common tasks and procedures.

4. Leverage Technology to Streamline Processes

The right technology can help mitigate the impact of staffing fluctuations. Implement user-friendly systems that require less specialized knowledge to operate. Use workforce management software to optimize scheduling and resource allocation.

7. Build Strong Partnerships Across the Organization

Strategic HR can't operate in a silo. I made it a priority to build strong relationships with leaders across all functions. This collaborative approach ensured that HR was seen as a valuable business partner, not just a support function.

Remember, strategic HR management is an ongoing process. It requires continuous learning, adaptability, and a willingness to challenge the status quo. But when done right, it can transform HR from a cost center to a key driver of business success.

As you navigate your own journey in strategic HR management, don't be afraid to take calculated risks and advocate for the changes your organization needs. Your role as an HR leader is crucial in shaping your company's future. Embrace it, and lead with confidence.

Christina Rever Stroud SPHR

�� Group928.com �� 864-334-6979 �� Christina@group928.com

HR Leadership and Professional Development: A Journey of Continuous Growth

Wed, 25 Sep 2024 18:28:03 GMT

HR Leadership and Professional Development:

A Journey of Continuous Growth

1. Understand the Business Inside and Out

Develop a Business Mindset

HR leaders must think like business leaders. I always encouraged my team to understand our company's financial statements, market position, and strategic goals. This knowledge allows you to align HR initiatives with business objectives and speak the language of the C-suite.

I remember when I first started attending executive meetings, I felt out of my depth when discussions turned to market share and profit margins. But I made it my mission to learn, and soon I was able to articulate how our HR strategies directly impacted these business metrics.

Cultivate Emotional Intelligence

Technical skills are important, but in my experience, emotional intelligence is what separates good HR leaders from great ones. The ability to read people, manage conflicts, and influence across all levels of the organization is crucial.

7. Build Strong Partnerships Across the Organization

Christina Rever Stroud SPHR

�� Group928.com �� 864-334-6979 �� Christina@group928.com

The Power of External HR Partners: Building Strategic Alliances for Organizational Success

Tue, 27 Aug 2024 13:18:17 GMT

The Power of External HR Partners:

Building Strategic Alliances for Organizational Success

1. Understand the Business Inside and Out

Selecting the Right Partner

Choose partners who align with your company culture and understand your industry. When I was hiring for manufacturing roles, I looked for recruiters with relevant industry experience. They spoke our language and understood the nuances of our needs.

Don't just settle for the biggest names. Sometimes, boutique firms can offer more personalized service and innovative solutions. I once switched from a large, well-known agency to a smaller, specialized firm and saw a marked improvement in candidate quality and service level.

Setting Clear Expectations

Once you've chosen a partner, clearly communicate your expectations. This goes beyond just outlining job requirements. Share your company's strategic goals, growth plans, and cultural values. The more your partners understand your business, the better they can serve you.

I always made sure our recruiting partners understood not just the immediate hiring needs, but also our long-term talent strategy. This allowed them to keep an eye out for candidates who might be a great fit for future roles.

Fostering Open Communication

Establish regular check-ins with your partners. Use these meetings not just for updates, but for strategic discussions. I found that our best ideas often came from collaborative brainstorming sessions with our HR partners.

Be open to feedback from your partners. They often have valuable insights into market trends and candidate expectations that can help shape your HR strategies.

Measuring Success

Develop clear metrics to evaluate the success of your partnerships. Look beyond basic metrics like time-to-fill. Consider factors like quality of hire, cultural fit, and long-term retention of placed candidates.

I always appreciated partners who were proactive about sharing their own performance metrics and continuously looked for ways to improve.

Continuous Improvement

7. Build Strong Partnerships Across the Organization

Christina Rever Stroud SPHR

�� Group928.com �� 864-334-6979 �� Christina@group928.com

Strategic HR Management: Aligning People with Business Success

Thu, 18 Jul 2024 20:09:42 GMT

Strategic HR Management:

Aligning People with Business Success

When I was an HR Executive, I learned that the most impactful HR leaders are those who truly understand their company's business strategy and align their people practices accordingly. Strategic HR management isn't just about efficiently running HR processes - it's about positioning your workforce as a competitive advantage.

Let me share some key principles I've found crucial for strategic HR management:

1. Understand the Business Inside and Out

2. Develop a Data-Driven Approach

In today's world, gut feelings aren't enough. I learned to leverage HR analytics to make informed decisions. We tracked metrics like turnover rates, time-to-hire, and employee engagement scores. But more importantly, we tied these metrics to business outcomes. For instance, we could show how improvements in our onboarding program correlated with increased productivity in new hires' first six months.

3. Focus on Talent as a Strategic Asset

Your people are your most valuable resource. I always advocated for viewing employees as investments rather than costs. This meant developing robust succession planning and leadership development programs. We created individual development plans for high-potential employees and ensured they had stretch assignments to grow their skills.

4. Cultivate a Strong Employer Brand

In a competitive job market, your company's reputation as an employer is crucial. We worked closely with marketing to develop an employer value proposition that resonated with our target talent pool. This wasn't just about recruitment - it was about creating a culture that retained our best people and attracted top talent.

7. Build Strong Partnerships Across the Organization

Christina Rever Stroud SPHR

�� Group928.com �� 864-334-6979 �� Christina@group928.com

Hiring During Election Year Drama

Thu, 09 May 2024 15:22:19 GMT

Hiring During

Election Year Drama

Hiring during an election year is always a challenge. Candidates are always nervous to change jobs and especially relocate when the economy could be changing drastically within the next 12 months.

While you are in the interview process, consider offering the following as differentiators for your company while also showing them that accepting an offer with you is a solid idea:

1. Provide flexibility in work arrangements during the start of the new job (remote work, flexible schedule, etc.)

2. Discuss and provide stats showing low turnover, company growth, and so forth.

3. Offer a shorter clawback agreement for their relocation costs.

4. Share a company-specific list of differentiators you have versus competitors.

5. Invite the top candidate to lunch with Senior Management so they feel important.

If relocating a new employee, you’ll want to stay engaged with the person between the offer acceptance and the start date. Relocation is a stressful time; here are some suggestions you can use to keep them engaged and excited:

Introduce the significant other to a recruiter who can help with their transition.
Connect the employee with a realtor who is known for their customer service.
Invite the new employee and their significant other out to dinner.

4. Send flowers, company swag, etc, welcoming them to the team. If they have children be sure to send something the whole family will enjoy (fruit, for example).

The next 8 months are going to be a tad rocky enticing top talent to join your organization. If you find ways to show why you are a stable, solid choice then the journey will be easier. Your external recruiting firm should find ways to grab candidates’ attention and sell your story. Good luck!

Christina Rever Stroud SPHR

�� Group928.com �� 864-334-6979 �� Christina@group928.com

2024 Trends Affecting Your Bottom Line

Wed, 06 Mar 2024 15:19:36 GMT

2024 Trends
Affecting Your Bottom Line

As you know, February is typically the month when recruiting kicks into high gear after the holidays. Between renewed budgets for companies to hire new talent and candidates looking for fresh opportunities after receiving year-end bonuses, it’s a great time to move forward. This past week Group928 has started four new partnerships with clients, so we are forecasting a hot year ahead.

But every year brings recruiting new trends. Some are just that – trends that will stay for a while and then leave. But some will stick around and reshape both internal and external recruitment for a very long time.

Below are three trends we are experiencing in our industry that will directly affect your bottom line.

Artificial Intelligence. Artificial intelligence is allowing us the ability to find passive candidates that are not necessarily active on Linked In or using the job boards. However, after locating them it’s the human touch that will entice that first conversation. You’ll need to marry the latest technology with an exceptional recruiter to land the best talent. It takes experience to master the strategies and tools within AI; and, of course, to conduct a lot of research upfront. Partnering with a search firm that has the expertise you need is the most efficient and thorough way to utilize the AI tools to the fullest.

Functional crossover. We are seeing candidates ask for new opportunities that are outside of their functional expertise. They are seeking to broaden their skillset and build on their foundation in place. In many cases, this is a win-win situation for both the candidate and the company. A candidate who brings a fresh perspective and adjacent skills can add a lot of value. If you are open to thinking outside of the box when considering candidates, then peek internally and externally for people who can add value with an adjacent functional background.

Balance. Last year’s trend of employees requiring a more balanced personal and work lifestyle is continuing in 2024. If you have a role that can be managed in a hybrid or WFH environment, then you should consider allowing those opportunities. The trend can dramatically affect the availability of talent for your open roles. Your current workforce may be more easily enticed by a recruiter offering the balance they are searching for. So be as flexible and competitive as possible so your talent stays with you for the long term.

If you would like to chat about these trends we are happy to do so. We are happy to share what our clients are experiencing and how they are navigating the market. We would love to help you, too.

Christina Rever Stroud SPHR

�� Group928.com �� 864-3 34-6979 �� Christina@group928.com

The Dynamic Between Internal Corporate Recruiting and Search Firms (Go inside or outside?)

Mon, 29 Jan 2024 19:24:37 GMT

The Dynamic Between
Internal Corporate Recruiting and Search Firms

(Go Inside or Outside?)

Have you ever wondered if the secret to successful recruiting lies not going solo, but in knowing when to call for backup? In the first installment of this series, I shared a pivotal realization from my days as an internal corporate recruiter: success often means strategically choosing the best approach to each assignment, rather than trying to be a lone hero. But let's dive deeper. Recruiting isn't just about collecting resumes; it's a nuanced and specialized skill. Too often, corporate recruiters are thrust into roles with the assumption that all recruiting is the same. This couldn't be further from the truth. A recent conversation with a VP of Operations brought this home to me.

She had to reschedule our meeting because a crucial piece of plant equipment broke down. A hands-on leader, she worked closely with her Plant GM and Maintenance team to diagnose the issue. However, they lacked the specific training and tools for the repair, necessitating an outside specialist. This situation mirrors recruiting in many ways.

Could the Maintenance team have fixed the issue? Possibly, but not without delays and risks. They're experts in their routine tasks, but this was an uncommon problem. Similarly, expecting an internal recruiter to handle every hiring scenario is unrealistic. In my early career, like many recruiters, I equated heroism with self-reliance, a misconception that often leads to inefficiency. So, when should you recruit using your internal capabilities, and when should you seek external assistance? The answer isn't always straightforward, but understanding the unique demands of your situation is key.

Decision Matrix

In the intricate world of corporate recruiting, businesses frequently overlook the power of Competitive Analysis when it comes to their recruitment strategies. As we explored in Part Two, a proficient recruiter can excel in various forms of recruitment. However, the true magic happens when they concentrate on their strongest and most efficient areas, significantly enhancing the business's return on investment in the recruitment process. To guide you through this decision-making landscape, we introduce a strategic matrix in this installment, focusing on the choice between internal and external recruiting resources for executing engagements.

A key element we're integrating into our analysis is the concept of Opportunity Cost. This factor is critical in recruitment decision-making. Consider this: if an internal recruiter takes longer to complete a search due to their existing workload or the need to develop new expertise, how does this compare to the costs – in time, money, production, or agility – of opting for an external recruiting firm? The answer varies, underscoring the importance of thoughtful consideration in each scenario.

Let's delve into the matrix. The green boxes highlight scenarios where internal recruiting teams typically shine, while the white box indicates situations that are more effectively addressed by engaging a recruiting firm. The white box paints the ideal situation for the use of a search firm. The orange box, however, merits special attention. It represents a unique combination of circumstances that are often overlooked by companies, yet many times, the frequency of recruiting for these positions will increase over time and if the recruiter is allowed to develop their expertise and efficiency in recruiting for these positions, he/she will be able to create quality results at lower cost. In these scenarios, the ideal approach is a collaborative effort, where internal recruiters work alongside search firms. This partnership not only addresses immediate recruitment needs but also fosters a learning environment, progressively leading internal recruiters towards greater self-sufficiency.

Through this matrix, we aim to offer a clearer, more strategic framework for making informed recruitment choices and balancing internal capabilities with the expertise of external firms.

Michael Evans

Managing Director

�� Group928.com �� 864-334-6979

The Dynamic Between Internal Corporate Recruiting and Search Firms

Thu, 18 Jan 2024 21:09:43 GMT

Competition, Partner, or Resource?

The Dynamic Between

Internal Corporate Recruiting and Search Firms

The origin of this topic starts with the fact that my career started as an Associate at a retained executive recruiting firm. After two years in that ground floor position, I was recruited to a $500 million public company to build an internal recruiting function to reduce the fees the company paid outside recruiters. Overnight, outside recruiters became the enemy.

What I did not know about my first corporate experience was that hiring managers did not want to abandon the use of search firms and use my services - recruiting engagements were not dropped in my lap. I set up my meetings and traveled from office to office to introduce myself and get my first engagement. The Hiring Manager who gave me my chance did so because I would compete with a search firm to get the hire. I won and leveraged the win to ultimately build a function that consistently logged well over $2 million in cost avoidance every year. Each year my passion to root out search firms grew. And then I grew up.

By now I was at a professional services firm hiring experienced big billers into revenue-generating consulting positions. None of the practices I supported were in familiar industries. Still, good recruiters are good at assimilating all kinds of disparate information to craft a story to take to the candidate market. As my reputation for results grew, so did my workload and because I mastered knowledge of formerly unfamiliar businesses, I was always eager to tackle more.

One day my robust ego and I got a new engagement to find the right-hand person for one of our most esteemed business leaders. Quickly, I found that the methods and cadence that proved useful for hundreds of engagements no longer worked optimally; my style fell flat, and my knowledge did not stand up to the intricate questions of target candidates.

Puzzled, frustrated, and feeling insecure, I was called into my boss’s office who told me the business leader requested that we use a recruiting firm. My heart raced. I felt that I failed but I’ll not forget, and shall forever be grateful, for the words my boss shared; “Michael, your customers here know you are a good recruiter and deliver results but (my heart rate shot through the ceiling) you need to be comfortable in your skin, grow up and realize that your job is to solve recruiting problems for your customers. Sometimes this means that you get to be the hero by filling the job yourself and sometimes, and this is one of those times, you get to be a hero by having others do the work. In either case, the customer gets their problem solved. Think of outside recruiters as just another tool to solve problems for customers."

These words still count as some of the most formative over my 25+ years of recruiting experience. In future posts, I’ll write about the use cases for internal and external recruiting. Many CHROs and TA leads get in wrong. With a bit of fresh thinking, internal and external recruiters can comfortably co-exist and, even better, can evolve the relationship to a situation where 1-1 = 3.

Framing the dynamic this way – using the search firm as a tool – gives internal recruiting functions the flexibility to serve their customers with greater impact. In the articles ahead we’ll look at:

A framework to assist in deciding the best course of action to fill a position.
Resourcing internal recruiting teams.
Comparing and contrasting different internal and external recruiting models.
A framework for matching the right search firm with the right search.
How to get the most from using a search firm.

So, there is much more to follow. In the meantime, on behalf of the Group 928 team, I wish you and yours a safe, joyous, and happy Holiday Season.

Michael Evans

Managing Director

�� Group928.com �� 864-334-6979

Scott’s Guiding Principles of Leadership

Fri, 01 Dec 2023 20:59:41 GMT

Podcast Episode #6

Episode Outline and Highlights:

The cornerstone of a thriving organization lies within its leadership. In this episode, we have the privilege of hearing the insights of a seasoned leader from the manufacturing industry, who will impart two of his 11 fundamental principles for fostering a strong team to cultivate success.

Our distinguished guest, Scott Spencer, served as the recent president of Island Abbey Food Sciences, with an impressive career of 25 years solely dedicated to leadership and executive-level positions within the manufacturing industry. Throughout this episode, Scott will generously share his remarkable journey – from his military background to his pivot into the manufacturing sector – and the deep beliefs that form the foundation of his guiding principles.

Join us in warmly welcoming Scott Spencer!

00:37 - Introduction: Scott Spencer

01:16 - Career Background

05:54 - Scott’s first leadership lesson

08:08 - From military to supply chain

12:00 - Scott’s recruiting background

14:10 - Behind the leadership principles

15:51 - The worst thing Scott did in his career

18:32 - Servant leadership

21:21 - The beginning of leadership

24:00 - Leading by example

27:29 - First leadership principle: Integrity

30:58 - The power of ownership
32:23 - Second leadership principle: “They” is the four-letter word

36:55 - Closing

Connect with Scott Spencer:

Scott on LinkedIn: https://www.linkedin.com/in/scott-spencer-14191a122/

Connect with Christina Stroud

Set up a 30-minute introductory call: https://calendly.com/christina_group928/30-minute-discovery-call

Christina on LinkedIn: https://www.linkedin.com/in/christina-stroud-sphr/

Group928 website: https://www.group928.com/

Paths to Purpose: Connecting Your Talents to Meaningful Work

Wed, 08 Nov 2023 17:58:38 GMT

Podcast Episode #5

Episode Outline and Highlights:

Paths to Purpose: Connecting Your Talents to Meaningful Work

In this exciting episode, we meet Richard Morris, a skilled leader and mentor who transitioned from the automotive industry to the aerospace field with SpaceX! We'll explore Rich's remarkable journey and learn valuable lessons for building a successful career. Rich shares his career tips to help you reach new heights and achieve great success.

Want a sneak peek? Here are a few tips from Rich: 1) Build your professional network in the field you're interested in. 2) Stay humble, look for ways to help others, and contribute to your workplace. 3) Recognize your strengths and focus on using them effectively, rather than dwelling on your weaknesses, as your strengths are where you can provide the most value.

This episode demands your undivided attention. Without further ado, let’s extend a warm welcome to the remarkable Rich Morris!

00:40 - Introduction: Rich Morris

01:29 - Career Journey

02:49 - BMW journey

03:39 - What drew Rich to cars and rockets?

05:20 - Generation of automotive professionals

06:10 - MBA decision

08:25 - Rich’s unintentional move

11:37 - Career advice from Rich

14:21 - The power of influence

15:20 - Three (3) steps for a successful career

17:48 - Importance of self-awareness

20:30 - The humble leader

22:40 - “Create and develop folks that are better than you and leave the organization in better shape than you found it”.

23:11 - Closing

Connect with Richard Morris:

Richard on LinkedIn: https://www.linkedin.com/in/richard-morris-15786124/

Connect with Christina Stroud

Set up a 30-minute introductory call: https://calendly.com/christina_group928/30-minute-discovery-call

Christina on LinkedIn: https://www.linkedin.com/in/christina-stroud-sphr/

Group928 website: https://www.group928.com/

Using Metrics to Increase Retention

Fri, 22 Sep 2023 15:55:18 GMT

Using Metrics to Increase Retention

When a company uses metrics to confirm they have a retention issue, the executive leader and the HR leader need to analyze what is the root cause of the attrition. By pointing out where the real issues lie, the company can then focus its efforts on the most important pain points to be remedied. Applying metrics to your exit interviews is a key method of using data to support your theories.

After completing your root cause analysis, be sure to consider & prioritize the below suggestions to determine the next steps:

Review and streamline your internal recruiting process.
Compare your external recruiting partner’s services and tra ck record against other headhunter firms.

3. Customize your marketing approach to candidates.

4. Update and create the onboarding process to be more personal.

5. Complete a compensation market analysis.

6. Determine why your succession plan isn’t working.

7. Retrain hiring Managers with interview skills.

8. Require an alignment meeting between all members of the hiring team before starting to interview.

9. Any other options that will directly affect the retention metrics.

Good luck as you work to improve retention within your company or your team. You won’t be able to start all the above solutions at once, so use your root cause analysis to direct you to the most important. Let me know if I can help in any way!

Christina Rever Stroud SPHR

�� Group928.com �� 864-334-6979 �� Christina@group928.com

Learnings From a Former HR Executive

Thu, 20 Jul 2023 16:32:59 GMT

Learnings From a Former HR Executive

I thought I would only use my recruiting experience. Wrong again! I use my HR knowledge every time I talk with a potential candidate and every time I speak with my client. I speak their language, and I understand what it’s like to work in the industry. I know how to dig into backgrounds and experiences and determine how it relates to my client’s company. I understand my client’s business and how to help them build teams they will need for the future.

I thought this was an 8-5 job. Not a chance. My clients have a lot on their plate during the working day, as do my candidates. Flexibility is key to being a successful search partner.

So how does this help you? Let me suggest some insider tips that will help you as you are searching for talent for your team:

4. Your recruiter should be willing to withdraw a candidate. Your recruiting partners may see yellow flags after submitting a candidate as they continue to work with them.

Do I love my job? Absolutely! And I now appreciate that search partners are an integral part of running a successful business. Good recruiters should be an extension of your business and can help you strategically build the best company around.

Preparing for Success: Unleashing the Power of Contingency Plans and People Management

Fri, 23 Jun 2023 17:41:08 GMT

Podcast Episode #4

Episode Outline and Highlights:

Preparing for Success: Unleashing the Power of Contingency Plans and People Management

Get ready to unlock the secrets of business success that @David Friedson (star emoji) has used throughout his career. In this episode of @Manufacturing365, we dive into David’s world, a visionary leader who is known for planning and being intentional with business decisions.

David built his career in Supply Chain using techniques for keeping his organization intact despite bumps in the business and the industry. Contingency planning for all of the functions he is responsible for, as well as his team members, suppliers, vendors and customers is one of his greatest strengths

Listen to our conversation and pick up some gold nuggets that might help your career or your business. And learn about heliskiing!

00:00 - Introduction: David Friedson

02:57 - David's career history

05:09 - Inxeption’s business

05:28 - What drew David to Inxeption?

08:01 - Supply chain as a career choice

09:05 - Lessons from his career

10:14 - The value and art of delegating

14:30 - Managing team members’ why

17:28 - Communication: how David sees it’s more than a team meeting

18:42 - CoVid: David’s preparation and planning

20:34 - Contingency planning

28:43 - Balance career and personal life

30:21 - Adventures

34:11 - Three (3) tips for your career

39:30 - Hiring talent

40:47 - Taking risks is the key to advancing your career

42:01 - David’s mantra in life – “Be the person in the arena!”

43:22 - Closing

Connect with David Friedson:

David on LinkedIn: https://www.linkedin.com/in/dfriedson/

Inxeption’s website: https://inxeption.com/

Connect with Christina Stroud

Set up a 30-minute introductory call: https://calendly.com/christina_group928/30-minute-discovery-call

Christina on LinkedIn: https://www.linkedin.com/in/christina-stroud-sphr/

Group928 website: https://www.group928.com/

The Hardest Role to Hire

Thu, 01 Jun 2023 13:25:33 GMT

The Hardest Role to Hire

Compliance Skills Needed in Your HR Team

Mon, 17 Apr 2023 13:47:41 GMT

Compliance Skills Needed in Your HR Team

Business Partnerships Between Manufacturing and Community

Tue, 28 Mar 2023 17:03:34 GMT

Podcast Episode #3

Episode Outline and Highlights:

Business Partnerships Between Manufacturing and Community

Reno Deaton is the Executive Vice President at Greer Development Corporation (GDC). In his role, Reno supports recruiting new businesses, supporting a company’s development, and growing the city to ensure it is enticing for companies to consider making Greer, SC home.

In today’s episode, Reno shares his story and the unique ways the GDC and the manufacturing community work hand in hand to grow and develop the upstate of South Carolina. In addition to supporting current manufacturing sites, The GDC has specifically created programs that are entrepreneur friendly so that no matter the size of your company, the GDC can help.

This episode is perfect for anyone who is looking for ways to grow their business. Reno and his team at the GDC are shining examples of how a community and a manufacturing business can support each other.

00:29 – Welcome Reno Deaton
01:28 – Reno’s Career Story
03:40 - Reno a distinct guest for Manufacturing 365
05:25 - Greer an Economic Development Organization
07:39 - Reno’s favorite project
09:09 – Greer’s impact in South Carolina
11:30 - Challenges and opportunities of working with 2 different counties
13:54 - Strategic efforts in creating unique programs that recruit and support new business
16:09 - The Entrepreneurship Innovation Play
16:59 - The Bootcamp: 2-day immersive experience

22:35 – How to find a similar role as a career
25:38 - End

Connect with Reno Deaton

Reno’s email: rdeaton@greerdevelopment.com

Reno on LinkedIn: https://www.linkedin.com/in/reno-deaton-bb4b6a7/

Greer Development’s website: https://greerdevelopment.com/

Connect with Christina Stroud

Set up a 30-minute introductory call: https://calendly.com/christina_group928/30-minute-discovery-call

Christina on LinkedIn: https://www.linkedin.com/in/christina-stroud-sphr/

Group928 website: https://www.group928.com/

Treat People Like Humans and Not Resources

Wed, 01 Mar 2023 16:28:42 GMT

Podcast Episode #2

Episode Outline and Highlights:

Treat People Like Humans and Not Resources

Over the last decades, personnel departments have been replaced by Human Resources departments, and todays’ guest would like to see HR continue to evolve into a new, strategic function called People & Culture.

In this Episode, Ashley Larochelle shares her experience in creating an intentional culture within a growing business. She knew that as her company was moving from a distribution focus to a manufacturing focus, that the people were the key to making the strategic change a success.

Her business mindset helps her create new and innovate ways to ensure retention rates are high. Ashley created an incentive plan that worked for all employees, added benefits that were low cost to the company but high value to the employees, and focuses a lot of her time and effort in recruiting the best candidates who can add value to Thermacell.

Listen as I chat with a forward-thinking HR professional who sets the bar high for all other HR Executives.

00:00 - Introduction
02:24 - Thermacell history

03:40 - Why did you join Thermacell?

05:12 – Ashely does not lead Thermacell as a traditional HR function

08:36 - Ashley’s journey and accomplishments in Thermacell

09:31 - Getting the right people on the bus

10:30 - From Distribution center to Manufacturing

11:31 - New incentive program for all employees

12:49 - Key to why people thrive – attracting and retaining the right talent

14:33 - The Human not the Resource

16:05 – Be an employer that focuses on caring

18:05 - Employees using time for Physical and Mental Health

19:01 - The unique benefits Thermacell offers

22:59 - The game changer

24:33 - How did you get into HR?

25:28 - Treating people as humans and not resources

32:35- End

Connect with Ashley Larochelle

Ashley on LinkedIn: https://www.linkedin.com/in/ashley-larochelle-5b655a53/

Thermacell’s website: https://www.thermacell.com/

Connect with Christina Stroud

Set up a 30-minute introductory call: https://calendly.com/christina_group928/30-minute-discovery-call

Christina on LinkedIn: https://www.linkedin.com/in/christina-stroud-sphr/

Group928 website: https://www.group928.com/

Career Lessons in Global Manufacturing

Thu, 17 Nov 2022 18:50:32 GMT

Podcast Episode #1

Episode Outline and Highlights:

Many professionals in the manufacturing industry find themselves making challenging business and personal decisions in a fast-paced environment. Managers must balance their technical and their people responsibilities, decide if they want to manage global responsibilities, join a young, fast-growing a company, or take a leap and embark on an expatriate assignment. All these decisions are multi-faceted and should include considering the needs of the family involved. Clemens Schmitz-Justen built on his Engineering foundation and served in various Executive roles in global manufacturing and now owns an international consulting firm. He was also the Honorary Consul in South Carolina for Germany while after he was in South Carolina as Plant President for BMW Manufacturing. During this episode we discuss his fascinating career steps, how he managed the technical and people needs at the same time, and the pros and cons of moving internationally. Clemens shares stories and examples from his career and how his family was impacted by the choices made.

00:30 - Welcome Clemens Schmitz-Justen

02:10 - Clemens’ career story

03:54 - Clemens becomes President of BMW Manufacturing

05:15 - What Clemens is up to now

06:54 - Large company versus startups?

07:51 - Motivation and reflections

09:25 - Why manufacturing as a career?

13:01 - Challenges of manufacturing leaders: Balancing the technical and people side

15:00 - Story of resilience and persistence and picking the right crowd

16:14 - Creation of the Win-Win situation

17:51 - “..a disadvantage for you may turn exactly the opposite way of your career…”

18:30 - Engineering is a leadership tool

19:05 - The hard part of the Engineering

20:42 - Suggestions for engineers who want to lead people

23:01 - Going international and how it impacts career and family

32:53 - What is he doing now?

39:30 - Life is too short - create a career you are happy with

40:43 - End

Connect with Clemens Schmitz-Justen

Clemens on LinkedIn: https://www.linkedin.com/in/clemens-schmitz-justen-a5a4a721 /
Clemens’ website: http://www.easc-group.com/
Clemens’ email address: csj@easc-group.com

Connect with Christina Stroud

Set up a 30-minute introductory call: https://calendly.com/christina_group928/30-minute-discovery-call
Christina on LinkedIn: https://www.linkedin.com/in/christina-stroud-sphr/
Group928 website: https://www.group928.com/

Welcome To Manufacturing 365

Thu, 17 Nov 2022 18:35:50 GMT

Podcast Episode #1

Episode Description

Welcome to Manufacturing 365 where we spend time learning from each other. We will hear from manufacturing rock stars, startup founders, thought leaders, and others, to support this platform’s purpose – We will share ideas, set examples, and be a little thought provoking in the manufacturing world.

So, Your Superstar Employee is Leaving – Now What?

Thu, 08 Sep 2022 13:47:28 GMT

We’ve all been there, your HIPO employee who was going to take your company places has decided to spread their wings elsewhere. After the shock wears off, you need to take some planned, thoughtful steps:

⚪️ First , don’t panic! In reality, everyone is replaceable, it will just be a little painful for a bit.

⚪️ Brainstorm a list of what you want in your next candidate and be sure to think about your company’s future state. What competencies will you need 3 to 5 years from now? Include technical and behavioral skills.

⚪️ Upgrade the job descriptions. Jobs evolve over time – a rejuvenation is probably in order and you can use the brainstorming list above to help. Your departing employee may also have suggestions or insights into what they “really do.”

⚪️ Work closely with your recruiter. They should be your business partner who is an industry expert with solid contacts in your field. Look at the recruiter’s Linkedin profile and research their career history. Someone who has industry experience brings an extra expertise and dimension to their role.

⚪️ Don’t lose contact with your departing employee. Many employees leave and later return, bringing new experiences and expertise back to their former employer.

What can you add to your retention programs to prevent this from happening in the future?

�� Conduct in-depth exit interviews, and not the 10-questions paper and pen kind. Take your employee for coffee or lunch. Ask a few open-ended questions and LISTEN. Ask questions they are not prepared for so you get an off-the-cuff, real answer. For example, “What can our company do to improve retention rates?” or What three things could I have done two years ago to ensure you stayed with us longer?”

�� Employee engagement surveys are a great way to get into the hearts and minds of your employees if you use a company with a long history of experience and benchmarks to substantiate their analytics. Be sure to follow up with focus groups facilitated by the survey company to delve deeper into some of the areas for improvement.

�� Follow your succession planning and 9-box plans. These should be part of your strategic plan and followed through as much as possible.

�� Create Development Plans for your HIPO employees. They should include projects, job rotations, assigning mentors, and so forth. Challenging your HIPOs on a continuous basis keeps their jobs fresh and exciting.

Christina Rever Stroud SPHR

�� Group928.com ��864-334-6979 �� Christina@group928.com

How Healthy is your Retention Program?

Tue, 09 Aug 2022 13:29:56 GMT

When was the last time you stepped back and took an objective look at each of the components of your retention program? Do you know what programs affect your retention rate?

Studies show that the following directly affect retention within organizations:

�� Recruiting success

��️ Onboarding program

�� Employee engagement

�� Employee development plan

Each of the above should be reviewed annually and updated with the latest HR trends. If your program does not stay current in the market, your retention rates may suffer. Consider adding the following to your programs:

Select a recruiting agency that is a business partner and knows your culture and your company’s strategic plan, so they can help you get there by serving as an extension of your HR function.

Design an onboarding program focused more on employee branding than paperwork.

Add surveys that focus on more than pay and benefits.

Create six-month development plans for all new hires.

Retention programs need to be managed carefully and thoroughly. If I can help you evaluate what you have in place, improve your current programs, or create something from scratch - please let me know. This is my passion and expertise and I know I can help you meet your bottom-line goals.

Christina Rever Stroud SPHR

�� Group928.com ��864-334-6979 �� Christina@group928.com

Why I Started Taking Calls from Recruiters

Thu, 14 Jul 2022 19:11:22 GMT

Christina Rever Stroud

When I was a Human Resources Executive in manufacturing , I rolled my eyes when my phone lit up with a recruiting agency’s number on the display. In addition to having strong recruiters on my team, I already had two agencies that I would tap from time to time. Plus – I DISLIKE sales pitches. Meaning – I really dislike sales pitches. Sometimes I would get a voice mail from a recruiter asking to return the call. Are they crazy? Why would I take my time to call someone back just to hear a sales pitch?

My perspective started to change while having lunch with an industry colleague. She had just taken a new position. Interested in hearing how things were going for her, I asked about her biggest surprise over the course of the transition. Her response was not one I expected. She found that her company had used the same recruiting agency for years and they had not shopped the market for a better partner in a long time. Plus, the agency they were using was very large and more known for their temp services than their Executive placements.

Their recruiting partner was not a great match for who they were. They did a good job, but they were not motivated to go above and beyond for her company. I went back to work and started accepting calls from recruiters. You can guess what happened – I replaced one of the two I used with a smaller, more boutique company and I developed a remarkable relationship with my contact.

Fast forward to today. I am a recruiter who loves my job. I started thinking about my current clients and why we work well together. I even called them and asked. The common denominator: I treat them like family. I look out for their best interest.

So why should someone accept a call from a Recruiter?

Here is what I learned:

· It keeps your current recruiting agency honest. Are they doing a great job? Awesome! But why not see if their rate and service are competitive?

· Different agencies have different tools. You should utilize one that has multiple tools, as well as great connections. Your partner should be able to find passive candidates – not just ones who announce they are looking for a new job.

· There are agencies whose headhunters come from industry. They understand your business and they speak your language. These recruiters will take the time to understand what you really need – not just what is written in the job description.

· Connecting with recruiters may help you personally. You never know when you will need to call on them for your own search when you are looking for recruiting advice or are asking for an introduction to one of their connections.

Do I suggest that you accept all calls from Recruiters?

Nope! I would suggest that you take the initial call and set up an appointment to chat for 15 minutes. Before the appointment, look up the recruiter on LinkedIn and determine if their background and company is someone you think you might want to get to know. Then have a conversation. Or two. If it goes well, why not give them a job search and see how they do? It is relatively easy to give them a shot and you might be pleasantly surprised at the results.

Can I help your company with meeting your recruiting and retention challenges? Let me know; I am happy to jump on that first 15-minute phone call.

A Mistake I Made as an HR Executive

Mon, 06 Jun 2022 19:06:45 GMT

Christina Rever Stroud

When I was an HR Executive, I made more than a few mistakes. In fact, I can still remember a lot of them because I would lose sleep and worry about them all night. I would rehash the decision I made, decide what I would do differently next time, and make promises to myself that I would be better.

With recruiting starting to pick up, one of my mistakes is on my mind because I see my current clients struggling with the same dilemma. I typically hired team members when there was a need due to a resignation, a promotion, or a new function being created. I did not want to commit to adding headcount or budget when there wasn’t a pressing need at that exact moment. The bottom line was, many times, the deciding factor when approving or denying headcount.

The result? The first few times I was behind the eight ball. We ended up with an open seat that added pressure on other team members, or we had to delay an employee’s transfer to another department because they were critical in their current role. Our internal recruiting function was then pressured to find someone fast rather than take a little extra time and find a great candidate. And if they weren’t able to locate someone, then our outside recruiting partner was even further behind.

Do I think HR departments need to approve an extra headcount in case someone leaves? No. Does HR need to hire early for all functions? Nope. There is a balance that must be taken between adding talent and protecting the budget.

After learning my lesson a few times, I took action to prevent it from happening again. We added a new component to our succession planning process, and we proactively shared our strategic plans with our external recruiting partners. Why share externally? Because they were able to plan ahead, keep an eye out for candidates we might be interested in, and since they had a background in HR, they were able to offer a fresh set of eyes and thus great suggestions.

I am proud to say that program is now used globally within that organization, and this learning process sparked my passion for talent management. I am happy to help your co mpany find your next team member and ensure they align with your future business plans.

Expectations of Your Recruiting Partner

Mon, 09 May 2022 19:04:46 GMT

Christina Rever Stroud

During my 20-plus years as an HR executive , I worked with numerous search firms to help fill positions.

Many times, they were tough searches to fill and I needed my recruiting team to concentrate on other roles. Other times the search was confidential, and I relied on an outside party to manage the process. And of course, for senior and executive level roles I required a partner who had numerous years of industry experience so they could better understand exactly what I required.

Whatever the reason, I spent a great deal of time preparing for the search by selecting the very best agency I could find. As with any project, the more planning and preparation you put in, the stronger, faster, and more efficient the execution of the project. Now, I would like to share some insights with you as you make recruiting partner decisions.

There are a few key elements that your search partner must have. These should be non-negotiable for you during your selection process:

Ensure they truly qualify the candidates. Not only should they be able to describe the candidate’s past career moves, but also their work style and drivers. They should be able to tell you the candidate’s story and explain why they are presenting them as a candidate.

The agency recruiter should speak with the hiring manager before they begin any search. The hiring manager can make clear what is most important in the candidates, what are the “nice to have” and what drivers he/she is looking for.

The recruiter should be able to describe your company to the candidates and not just read from a job description. They are your face to the candidates, and they must be able to describe the culture, the environment, and your strategic plan for the future.

The search firm should follow up with the candidate for at least six months after the placement to ensure everything is going smoothly. This helps your new employee transition smoothly and still feel connected and cared for.

Your search partner is an extension of your HR team, and ultimately, of your company. Choose wisely and you will add the best talent to your team.

Lasting Impressions

Mon, 11 Apr 2022 18:59:40 GMT

Christina Rever Stroud

Have you conducted an interview and it just seemed to stumble or not go as smoothly as it should have? Your interview will leave a lasting impression on the candidate, so you need to make sure it’s a great one. Remember, this candidate will tell others about the experience and thus your interview is actually marketing your company. Read below some suggestions I have found to be helpful to help the interview go smoothly and make a fabulous impression.

Ensure your interview team members know what they can and can’t ask. For example, does your team know they cannot ask “We went to the same school? What year did you graduate?” Before anyone in your company interviews candidates, they should attend interview training.
If you are interviewing someone and realize they are not a fit for that exact role, go ahead and finish the interview anyway. Remember, this role may not be a fit, but a different opportunity may open in the future and this candidate may be the one you want to hire. Even better – review a list of all open jobs within your company before your interview so you can switch gears if needed.
Do not use your phone as a clock in an interview - turn your cell phone off. The ringing and lights that the candidate may see and hear can be distracting to everyone in the room. Instead, ask someone outside of the room to wave at you from the hall to indicate when you have 5 minutes left, and then again when it’s time for the meeting to end.

This may sound crazy, but I speak from experience – do not take your shoes off during an interview. I was being considered for a role once and the interviewer was swinging her high heel off the tip of her foot. It fell, and a “clunk” made a loud noise under the table during the interview. She was completely embarrassed, and I will never forget that company, or her.

Be ready for the question “What are the next steps.” You want to have a plan and timetable already decided. This shows the candidate that this role is important and you have a process in place to fill it.

As they say, you never get a second chance at a first impression. True. And in recruiting, you also need to ensure you have a great lasting impression on every candidate you meet.

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Episode Description

So, Your Superstar Employee is Leaving – Now What?

How Healthy is your Retention Program?

Why I Started Taking Calls from Recruiters

A Mistake I Made as an HR Executive

Expectations of Your Recruiting Partner

Christina Rever Stroud

Lasting Impressions

Christina Rever Stroud

Talent Game in Manufacturing

2024 Trends
Affecting Your Bottom Line

The Dynamic Between
Internal Corporate Recruiting and Search Firms

The Dynamic Between Internal Corporate Recruiting and Search Firms