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Pinstripe & Ochre House Adds Jane Bilcock as Global Chief Human Resources Officer

  
  
  

BROOKFIELD, WI – January 16, 2014 – Pinstripe & Ochre House, the largest independent provider of global talent acquisition and strategic talent management solutions, today announced that Jane Bilcock has joined its global executive leadership team as Executive Vice President and Chief Human Resources Officer.

In this role, Jane is responsible for shaping the global human resources function to support the organization’s continued growth and further its leadership and innovation in the RPO industry. An experienced international human resources leader with more than twenty years of experience, Jane brings a passion for planning and executing business transformations. Her leadership style matches Pinstripe & Ochre House’s dedication to optimizing people strategies and their direct tie to driving sustainable business results.

Jane was inspired to join Pinstripe & Ochre House because of the strength and reputation of the leadership team and talent they have brought into the organization. “Everyone at Pinstripe & Ochre House is committed to delivering outstanding results to their stakeholders – clients, investors and employees,” said Jane Bilcock, newly appointed global CHRO for Pinstripe & Ochre House. “I look forward to playing a significant role in continuing and enhancing the company’s global reputation as the great place to work for recruiters and innovative professionals.”

Jane previously served in senior HR roles at Dun and Bradstreet, WPP, Glaxo SmithKline and Diageo. 

Since Pinstripe & Ochre House joined forces in July of 2013, its success has been recognized industry-wide. The company was awarded a top three ranking on HRO Today’s annual “Baker’s Dozen” list of global RPO firms, marking the firm’s highest ranking ever. In addition, Pinstripe & Ochre House was honored with the 2013 North America and EMEA Recruitment Customer Partnership of the Year awards by the HROA.

About Pinstripe & Ochre House
Pinstripe & Ochre House is the world’s largest independent provider of Recruitment Process Outsourcing (RPO) and strategic talent management solutions. U.S.-based Pinstripe and UK-based Ochre House combined in July 2013, bringing together expertise and dedication to quality service that will change the way the world views talent. Pinstripe & Ochre House's combined global presence includes more than 800 employees, serving 88 clients across 55 countries in 26 languages. This footprint includes Ochre House’s 2012 acquisition of two leading strategic resourcing firms in the Middle East and North Africa, TAAHEED and Carmichael Fisher. Together, we provide customized talent acquisition and management solutions to the healthcare, advanced manufacturing, financial services, life sciences and technology industries. For more information, visit ochrehouse.pinstripe.com.

BizTimes Media: Competition for Talent Gets Tougher

  
  
  

Pinstripe & Ochre House CEO, Sue Marks, was featured recently in an article published by award-winning business publication, BizTimes Milwaukee magazine. The editorial, Competition for Talent Gets Tougher, explores the anticipated job growth in 2014, and why organizations should be “bullish about hiring in the coming year.”

Specifically, Sue expects the growth in job opportunities to create more demand and, in turn, greater competition for quality talent. In response, business leaders “have to be smarter and more competitive as they look to recruit and hire the best people.”

Excerpts from the article:
To recruit and retain top talent, one best practice for companies follows the mindset that employees are an asset to be maximized … "Great organizations see talent as really the only sustainable competitive advantage, because all competitive advantage comes from the efforts of our people and the engagement of the minds of our people," Marks said.

Committing to culture is one of Marks' "Sue-isms," or key points of advice for companies to keep in mind as they work to recruit and retain top talent in the coming year … "[Culture] matters," Marks said. "It's the software of our business. It's where competence, commitment and contribution meet opportunity."

And companies should "fire faster."

"The idea here is that after we let someone go, we never say, 'I let that person go too soon,'" Marks said. "We always say we should have done it sooner … And our employees know it, and it reflects poorly on our leadership. As one of my CEO buddies said, 'The longest time in your life is the time between losing confidence in one of your team [members] and the time you fire them.'"

Her "Sue-isms" round out with suggestions to "fail forward," "brand bigger," and "be bold."

"Get out of your comfort zone," Marks said. "Take risks. Never punish someone for making a mistake. Ask forgiveness instead of permission."

For access to the full article, visit:
http://www.biztimes.com/article/20140120/MAGAZINE03/140119824/Competition-for-talent-gets-tougher

Pinstripe Healthcare Congratulates Inaugural CHHR Certificants, Including Client Partners Grace Moffitt and Marcia Telthorster

  
  
  

Congratulations to those who were a part of the inaugural offering of the CHHR Examination, particularly our two visionary client partners, Grace and Marcia, who inspire us to develop innovative solutions that help organizations achieve their triple aim goals.

These professionals are innovators and visionaries in the human resources profession. As stated by the AHA-CC, “A professional who holds the credential of Certified in Healthcare Human Resources (CHHR) is knowledgeable of the health care environment and health care workforce needs, and is able to adapt this knowledge to their individual health care organization’s needs and goals. This professional provides strategic guidance in the interfacing of HR programs and practices to meet the overall mission and vision of the health care organization.”

Grace B. Moffitt - Greensboro, NC

Marcia M. Telthorster - Doylestown, PA

Lee Byrd - Henrico, VA

Amy J. Crabbe - Boone, NC

Kerry A. Delgado - Middletown, DE

Stephanie H. Drake - Chicago, IL

Karen E. Du Pont Pomona CA

Mary E. Farallo - Buffalo, NY

Kristen E. Fox - Richland, WA

Jim L. Frain - South Bend, IN

Edmund F. Hodge - Longwood, FL

Steve W. Hodges - Scottsbluff, NE

Denise B. Hoover - Salem, OR

William D. Horn - Wickenburg, AZ

Vivian Cheng Wen Hsia - Olney, MD

Terry L. Huskins - Colorado Springs, CO

Nicole M. Johnson - Ashburn, VA

Erin Kersten - Sycamore, IL

Paul J. Macuga - Burlington, VT

Thomas J. McCawley - Sterling, IL

Christine F. McKenzie - Huntersville, NC

Joseph Micucci - Philadelphia, PA

David C. Miller - Pearland, TX

James H. Miller - Parkville, MD

Paul J. Morlock - Albemarle, NC

Juliet D. Nelson - Walla Walla, WA

Risa A. Noble - Tucson, AZ

Denise E. O'Hara - Wilson, NC

Maureen O'Keeffe - Boise, ID

John W. Ostrom - Salt Lake City, UT

Gary L. Pastore - Phoenix, AZ

Dianne P. Potter - Columbia City, IN

Irma L. Pye - Harlingen, TX

Katy Reeves - Gainesville, VA

Richard K. Rogers - Goldsboro, NC

Debbie Rubens - Sacramento, CA

Jolene R. Seda - Yakima, WA

Frances E. Sequeira - Yonkers, NY

Marie Stehmer - Peoria, AZ

Terri E. Stevens - Roanoke, VA

Melanie G. Stith - Mount Pleasant, SC

Willis E. Tisdale, Jr. - Greenville, SC

Lynette Walker - Lexington, KY

Robert John Walters - Melbourne, FL

Kimberly D. Washburn - Snoqualmie, WA

Sandra K. Werner - Simi Valley, CA

Andrea West - Winston-Salem, NC

About the AHA Certification Center
The American Hospital Association Certification Center (AHA-CC) was created in 1999 to develop and manage certification programs first released in 2000.The AHA-CC is staffed with experts in certification (test development and administration) and contracts with Applied Measurement Professionals, Inc. (AMP) for their psychometric expertise in exam development and administration, among other services. The AHA-CC has also contracted with other organizations to develop and manage their certification programs. Though now managed by their own staff, the Health Information Management Systems Society (HIMSS) contracted with AHA-CC for two years to develop and launch their certification program. American Organization of Nurse Executives (AONE) has retained the AHA-CC since 2007 to develop and manage two certification programs for nurse executives and leaders.

The AHA-CC’s most recent endeavor is partnering with the American Society for Healthcare Human Resources Administration (ASHHRA) to develop and implement the Certified in Healthcare Human Resources (CHHR) certification program that will be introduced at the ASHHRA annual conference on October 1, 2013, in Washington, D.C.

Pinstripe & Ochre House Leadership and Client Partners Named 2013 Superstars

  
  
  

BROOKFIELD, WI – January 6, 2014 – Sue Marks, the CEO of Pinstripe & Ochre House, the largest independent provider of global talent acquisition and strategic talent management solutions, and executive vice president Chris Herrmannsen have been recognized as industry standouts in HRO Today’s 2013 Superstars Directory. According to the magazine’s news release, each year HRO Today recognizes “HR luminaries and their accomplishments that are shaping the industry.”

The Directory recognizes three categories of leadership: Providers, Practitioners and Advisors/Analysts. In addition to Marks and Herrmannsen being recognized as trail blazing providers in the RPO and talent acquisition industry, Pinstripe & Ochre House partners from Honeywell, Bristol-Myers Squibb, Comcast and Kimberly-Clark Corporation were also commended for their exceptional 2013 accomplishments as outstanding Practitioners.

The HRO Today news release goes on to explain, “As the market continues to evolve to respond to economic pressures and workforce changes, the core of HR must step up to the plate and enlist visionary tactics to ensure profit and success… It’s only fitting that the 2013 Superstars Directory recognizes three categories of leadership since each has a significant impact on the success equation: Providers, Practitioners, and Advisors/Analysts. Providers deliver the services that Practitioners leverage, and Advisors/Analysts offer expertise and guidance. Superstars were nominated externally and by the HRO Today editorial staff.”

Click here to view the 2013 PRACTITIONER SUPERSTARS.
 
Click here to view the 2013 PROVIDER SUPERSTARS.

Click here to view the 2013 ADVISOR SUPERSTARS.

Since Pinstripe & Ochre House joined forces in July of 2013, Pinstripe & Ochre House’s success has been recognized industry-wide. The company was awarded a top three ranking on HRO Today’s annual “Baker’s Dozen” list of global RPO firms. Based on client satisfaction surveys, Pinstripe & Ochre House was ranked third overall for global RPO providers in 2013. The company has been ranked among the world’s top RPO providers for six consecutive years, with 2013 marking the firm’s highest ranking ever—further evidence of its long-term commitment to growing as a global player in the talent management space. In addition, Pinstripe & Ochre House was honored with the 2013 North America and EMEA Recruitment Customer Partnership of the Year awards by the HROA.

About Pinstripe & Ochre House
Pinstripe & Ochre House is the world’s largest independent provider of Recruitment Process Outsourcing (RPO) and strategic talent management solutions. U.S.-based Pinstripe and UK-based Ochre House combined in July 2013, bringing together expertise and dedication to quality service that will change the way the world views talent. Pinstripe & Ochre House's combined global presence includes more than 800 employees, serving 88 clients across 55 countries in 26 languages. This footprint includes Ochre House’s 2012 acquisition of two leading strategic resourcing firms in the Middle East and North Africa, TAAHEED and Carmichael Fisher. Together, we provide customized talent acquisition and management solutions to the healthcare, advanced manufacturing, financial services, life sciences and technology industries. For more information, visit ochrehouse.pinstripe.com.

TheStreet: How to Focus Your Job Search in the First Quarter

  
  
  

Leading digital financial media organization, TheStreet, featured Pinstripe & Ochre House Executive Vice President, Angela Hills in an article published on January 3, 2014. The editorial, How to Focus Your Job Search in the First Quarter, seeks to inform job seekers of the essential leadership skills and performance techniques to compete in today’s talent market.

Specifically, Angela explores the importance of agility and adaptability, international experience, training and a never-ending willingness to develop new competencies. Insight from Angela on the preeminent skills that will “boost resumes” in 2014 can be viewed below.

Excerpts from the article:

On the importance of agility and adaptability:
"We're seeing a strong need for adaptability, flexibility, agility, whatever you want to call it," says Angela Hills, Executive Vice President at Pinstripe & Ochre House, a global talent acquisition and management firm. "Organizations need people who can get in and adapt to the ever-changing landscape of their business."

"Being able to jump in and sort things out during periods of ambiguity and perform effectively during those uncertain times is a skill in and of itself," Hills says. "Candidates should come prepared with instances when they have demonstrated this."

On the importance of international experience:
"There is the perception that there is a shortage of people in the right point in their career that they are willing to take international assignments," Hills says. "There is a heated conversation about how we can think differently about international experience – how we can make it desirable and make it work." 

As more organizations realize they can't just look at business from a single region, individuals who have had global experience and taken international assignments have a marketable and transferable skill, Hills says – they've just got to connect to the value.

On the importance of certifications, training and a willingness to learn:
Many industries have specific technical skills that require training and/or certifications that must be renewed – sometimes annually. If you're not current on the trainings within your industry, you need to get that way, Hills says.

"With that said, you've also got to recognize that in some environments, the pace of keeping up with the latest and greatest is an ongoing challenge," she says. "Really good companies are looking for your willingness to learn, more than they're looking for you to have every training session completed."

"Companies have recognized that they aren't going to find people who check every box of competencies," Hills says. "But they do want to see that you know what's happening and you know what's coming – that you've taken your personal time to keep up with the latest and greatest in your industry."

For access to the full article, visit:
http://www.thestreet.com/story/12199355/1/how-to-focus-your-job-search-in-the-first-quarter.html

TheStreet: What America's Workforce Will Look Like in 2014

  
  
  

Leading digital financial media organization, TheStreet, published an article on January 1, 2014, featuring Pinstripe & Ochre House Executive Vice President, Angela Hills. The editorial, What America’s Workforce Will Look Like in 2014, highlights staffing trends that are expected to emerge and impact employers and job seekers alike in the year ahead. 

As Angela explains, “The workforce in changing, and the environment that they expect is changing.” This includes a growing demand for schedule flexibility, growth in contract positions, and greater investments in the development of current employees. Additional insight from Angela can be viewed below.

Excerpts from the article:

On flexibility of schedule and working remotely:
The concept of "free agency" has been around for a while, says Angela Hills, Executive Vice President of Pinstripe & Ochre House, a global talent acquisition and management firm. But increasingly, workers are asking for -- and getting -- flexibility of schedule and flexibility in how they do their jobs.

"Today's workers are coming from a different point of view; they saw their parents downsized after years of loyalty to a company, and they have a much different perspective on what a good job really offers," she says. "Businesses have been working and will continue to work to give them the level of flexibility they want."

On the growth of hiring contract, temporary positions:
Many organizations wouldn't even be able to tell you how many contractors they have on staff, but that will change in 2014, Hills says.

"Even great companies are suffering from a lack of visibility on what their costs for contract employees truly are," she says. "Smart companies are starting to look at what people's roles are, what roles are central to business and what roles may be so central to business that they might be better executed by ongoing, full-time employees."

"Companies will be sitting down and really looking at which roles are best suited to the temporary, contract model and which roles may even be best outsourced," Hills says.

On expecting more commitment to full-time employees:
The discipline that gets put around part-time and contract employees will make each full-time hire all the more important to companies, Hills says.

"Full-time employees are the ones more likely to focus on the strategic elements of the business," she says. "They are the ones you want to have there for the long haul -- you want them to commit to you, and you want to commit to them."

For access to the full article, visit:
http://www.thestreet.com/story/12193563/1/whatamericas-workforce-will-look-like-in-2014.html

Forbes.com: Every New Hire Should Drive Up Employee Engagement

  
  
  

Pinstripe & Ochre House CEO, Sue Marks, was featured recently in an article published on Forbes.com. The editorial, Every New Hire Should Drive Up Employee Engagement, leads with the premise that organizations seeking top-quality talent already demand competencies, education and professional experience; it’s now vital for recruitment teams to also screen candidates’ engagement levels.

As Sue explains, the key to engagement, innovation and intrapreneurship (the act of behaving like an entrepreneur while working within a large organization) requires “proper pairing of talent with what an organization is at its core.” Additional insight from Sue can be viewed below.

Excerpt from the article:

I spoke with a recruitment expert who knows how to be more effective in the hiring procedure. Her name is Sue Marks and she is Founder and CEO of a talent management company called Pinstripe.

Established in 2005, and now a $100M company, Pinstripe has offices in Milwaukee, London, Dubai, and Hong Kong, and places 100,000 employees per year for over 80 large clients. And Pinstripe didn’t get there by accident. Sue knows what she’s talking about when it comes to effective recruitment.

According to Sue, “Employee engagement starts long before the recruiting process begins.” Prior to initiating recruitment services for any new client, the Pinstripe team first establishes what they call the “employee proposition.” This concept is based on the hiring company’s brand, and it helps guide all recruitment efforts toward that elusive and all-important prize known as fit—i.e. compatibility between the company and the new recruit. “This process immediately focuses our search parameters and begins to attract candidates that are far more attuned to the culture and goals of the organization. A company must magnetize the right people.”

Sue Marks is on a mission to change the way leaders view talent. In her experience, “Everything else can be copied—business models, products, and access to capital are nothing more than table stakes these days.” According to Sue, the key to engagement, intrapreneurship, and innovation is the “proper pairing of talent with what an organization is at its core.” I couldn’t agree more.

For access to the full article, visit:
http://www.forbes.com/sites/larrymyler/2013/12/19/every-new-hire-should-drive-up-employee-engagement/


HRO Today: Six Metrics Organizations are Using to Dive Deeper into Their Talent Acquisition Process

  
  
  

Pinstripe & Ochre House Executive Vice President, Erin Lange, was featured in the November issue of HRO Today magazine. The article, Six Metrics Organizations are Using to Dive Deeper into Their Talent Acquisition Process, leads with the premise that metrics traditionally used to evaluate recruitment (e.g., time-to-fill, cost-per-hire) are no longer sufficient.

The key is, the article explains, efficiency metrics are important to assess, but it’s also vital to evaluate effectiveness metrics such as hiring manager satisfaction and candidate quality, among others. According to Lange, leveraging the right data can differentiate good talent from the very best talent.

Excerpts from the article: 

On the accuracy of job qualification:
The issue:
 Do you have the most accurate set of qualifications listed in the job description?

“A hiring manager wants to hire a sales person and says they want someone who has three to five years of experience, prior sales experience in the industry, and a background in sports,” Lange explains. “Big data will give me the top performers, and I can validate these candidate qualities, finding out what the top performers do versus the good ones. Perhaps we find out that two of the three qualifications are valid, but that the third is community involvement in the past three years, not sports. Big data allows us to statistically model what qualities the best hires possess.” 

On candidate supply and demand:
The problem: 
What’s the talent pool HR is fishing in? Another way to get closer to the elusive quality of hire metric is to look at all the candidates–who was available, who was contacted, and who was brought in.

“Zip codes, skill sets, social media such as LinkedIn, top companies—you start to narrow down a list of top candidates very quickly,” says Lange. Supply and demand data allows the RPO provider to “prove effort,” Lange says. “What is the list of top people, and how many did I contact?” Candidate supply and demand can give HR confidence they’ve received the best candidates given the limits, Lange adds. 

On candidate satisfaction:
The issue: 
The experience of applying to an organization is something candidates will likely remember, whether hired or not. A good experience—or a bad one—can spread through social media like wildfire.

… 

“Every candidate is a potential customer,” says Lange. “So you’re recruiting process is not just about talent acquisition, but the business brand.” Most applications go into an electronic black hole after hitting submit on a company website. Establish a communication channel for all applicants. When possible, Lange recommends, “to put a human voice” behind your company.

Measuring candidate satisfaction, Lange says, should involve getting satisfaction feedback from every candidate who enters the premises. “New hires are biased,” she says. “At a minimum, [talk to] everyone who has an onsite engagement with your company. Include the ones who get hired but more importantly, those that don’t get hired.”

For access to the full article, visit:
http://www.hrotoday.com/content/5524/measuring

The National: Shortage of Healthcare Workers in the UAE Fuels Poaching and Cost Increases

  
  
  

Carmichael Fisher, leading executive search firm in the Middle East and integrated branch of global Recruitment Process Outsourcing (RPO) provider, Pinstripe & Ochre House, was featured recently in an article published by leading English-language publication in the Middle East, The National.

The article, Shortage of Healthcare Workers in the UAE Fuels Poaching and Cost Increases, features Mitul Modi, Healthcare Division Director at Carmichael Fisher, and explores how hospitals and specialty clinics rapidly opening across the Middle East have created rising demand for local talent. In particular, the “recruitment squeeze” is forcing hospitals to poach physicians from rival healthcare providers.

Excerpts from the article:
A hospital recruitment squeeze is forcing hospitals to poach staff from rivals amid rising demand for thousands of additional doctors. As more hospitals and specialist clinics open across the country, greater numbers of operators are having to source from the local market instead of hiring from abroad.

“The challenge is some hospitals open up and take physicians from the local market, where doctors remain a very scarce resource because they have an existing local patient base,” said Binay Shetty, Chief Operating Officer of NMC Healthcare.

“Here [hospitals] had recruited from abroad historically but because the pace of growth is so quick now, hospitals tend to recruit from the local market and this leads to short term inflation of salaries.”

… 

Mitul Modi, Healthcare Division Director of executive search firm Carmichael Fisher, said the lack of academic facilities and misperception of the security situation in this part of the Middle East were hampering recruitment of foreign healthcare professionals.

“Here there is ample funding, but that doesn’t mean paying people will get you the best people,” Mr. Modi said.

For access to the full article, visit The National online at:
http://www.thenational.ae/uae/hospitals/shortage-of-healthcare-workers-in-the-uae-fuels-poaching-and-cost-increases

 

Pinstripe & Ochre House Celebrate 100 Days of Integration

  
  
  

Combined Company Grows Global Client Capabilities, Increases Regional Expertise

BROOKFIELD, WI – November 21, 2013Pinstripe & Ochre House today announced its 100-day anniversary!  Joining forces in July to create the largest independent provider of global talent acquisition and strategic talent management solutions, Pinstripe & Ochre House has successfully completed the integration of its corporate infrastructure, including a global enterprise resource planning (ERP) and customer relationship management (CRM) system, cohesive accounting policies and company-wide procedures. These business continuity efforts have been accomplished in parallel with harmonizing the joint culture of Service Excellence, which includes access to global collaboration through a shared, secure social technology platform, global account governance, scheduled best practice sessions, and global talent and HR practices. The combined company’s global brand planning is also well underway.

“As we began integrating two very successful, entrepreneurial businesses, it was critical to approach the challenge as one company,” said Sue Marks, CEO of Pinstripe & Ochre House. “In order to facilitate this process, we have implemented new technologies that provide full transparency across the business worldwide. With our new infrastructure, we are able to share best practices across all regions, enabling us to optimize our talent solutions for global clients while simultaneously increasing our local expertise.”

Since formally becoming one organization, Pinstripe & Ochre House has uncovered a high degree of interest from new and current clients in the firm’s expanded global business capabilities. The company successfully secured three new engagements in less than 90 days. The introduction of Talent Search Solutions, Carmichael Fisher Executive Search Services and the firm’s deep experience in the Middle East market have filled critical talent needs for North American-based client organizations. Those looking for healthcare talent anywhere around the globe have noted that Pinstripe & Ochre House’s clinical hiring experience is a true differentiator in the international marketplace.

“Our ongoing success throughout the integration process is a testament to the dedication of our people,” said Sue Brooks, Executive Vice President.  “Each member of the team came together to ensure a seamless transition for our clients, continuously providing the best-in-class service they expect from us.”

Pinstripe & Ochre House’s success has been recognized industry-wide. The company was awarded a top three ranking on HRO Today’s annual “Baker’s Dozen” list of global RPO firms. Based on client satisfaction surveys, Pinstripe & Ochre House was ranked third overall for global RPO providers in 2013. The company has been ranked among the world’s top RPO providers for six consecutive years, with 2013 marking the firm’s highest ranking ever—further evidence of its long-term commitment to growing as a global player in the talent management space. In addition, Pinstripe & Ochre House was honored with the 2013 North America and EMEA Recruitment Customer Partnership of the Year awards by the HROA.

About Pinstripe & Ochre House
Pinstripe & Ochre House is the world’s largest independent provider of Recruitment Process Outsourcing (RPO) and strategic talent management solutions. U.S.-based Pinstripe and UK-based Ochre House combined in July of 2013, bringing together expertise and dedication to quality service that will change the way the world views talent. Pinstripe & Ochre House's combined global presence includes more than 800 employees, serving 88 clients across 55 countries in 26 languages. This footprint includes Ochre House’s 2012 acquisition of two leading strategic resourcing firms in the Middle East and North Africa, TAAHEED and Carmichael Fisher. Together, we provide customized talent acquisition and management solutions to the healthcare, advanced manufacturing, financial services, life sciences and technology industries. For more information, visit: ochrehouse.pinstripe.com.

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