Ashley O'Grady

Owned the development and activation of the Enterprise Belonging strategy from vision to enterprise adoption, aligning cross-functional and global stakeholders.

• Enterprise strategy owner responsible for defining, governing, and operationalizing Target’s global Belonging strategy across Headquarters and international partner organizations.
• Integrated Belonging strategy into enterprise talent practices, enhancing leadership development, performance management, talent planning, onboarding, enterprise policies, and inclusive systems design.
• Defined inclusive leadership behaviors, core Belonging principles, and standardized terminology to establish a shared language and expectations across the total company.
• Developed governance mechanisms and cross-functional alignment models to measure Belonging outcomes, ensuring sustained adoption across functions and geographies.
• Served as strategic Belonging advisor to Headquarters and global leaders, influencing culture and shaping strategic workforce decisions and policy direction.
• Partnered with HR Centers of Excellence to embed Belonging into enterprise-wide programs, ensuring inclusive design across talent lifecycles.

Strategic HR leader supporting Supply Chain and enterprise leaders through organizational design, acquisition integration, and inclusion analytics.

• Partnered with business leaders to transform operational goals into aligned workforce and talent strategies.
• Led organizational design and change initiatives that improved agility and aligned capabilities with business needs.
• Directed succession planning and leadership development to increase readiness and diverse representation.
• Embedded D&I analytics into enterprise talent cycles, enabling leaders to convert insights into measurable commitments.
• Acted as HR lead for Deliv acquisition, developing and executing hiring and integration strategy ensuring 100% offer acceptance and culturally balanced onboarding.

• Led organizational design and capability planning across Transportation, influencing leadership on future capabilities and investment strategy.
• Drove change initiatives by partnering with cross-functional teams (ER, LR, Compensation, HR Planning & Delivery, AP) to establish sustainable talent, culture, and DEI routines, while partnering with Operational Intelligence on Data Analytics integration and expansion.

• Provided strategic HR partnership to 200‑person Merchandise Planning organization, coached leaders through functional evolution focused on data‑driven decisions and team effectiveness.
• Created role architecture, strengthened talent and development routines, advanced DE&I priorities, improved onboarding programs for diverse and relocated team members, and facilitated leader transitions through tailored onboarding.

• Led HR initiatives and cyclical processes for Merchandising businesses across Minnesota and California, acting as HR Generalist for non-exempt client population, managing performance management, coaching, investigations, and staffing.
• Collaborated with business and HR leaders on organizational restructures, talent planning, and retention strategies—including engagement efforts during Target Pharmacy divestiture—while addressing and resolving employee issues across HR functions.

• Provided high‑level administrative support to a Director and a 100‑person team by managing complex calendars, communications, travel, and budget processes while anticipating needs and prioritizing workload.

• Delivered comprehensive administrative, marketing, and project coordination support across multiple remote locations by creating branded communications, managing volunteer training and meetings, and maintaining timelines and deliverables for concurrent projects

• Managed 30+ accounts, delivering support to brokers, administrators, and participants, while contributing to planning, development, and marketing of client health promotion programs