Brienne Tinder

• Led the strategy and execution of the three-year strategically funded Skills of the Future program to create an adaptable and sustainable framework for up-skilling, re-skilling, redeploying and targeted hiring to deliver the Enterprise strategy
• Led a matrixed 25-person enterprise team with a 10MM budget and negotiated a 2MM vendor agreement. Piloted Agile practices for the People Team, delivered annual business cases, monthly and quarterly updates for business reviews and the Operating Committee, established the measurement strategy and delivered the plan on-time and on-budget.
• Delivered cultural and technology solutions to enhance the associate experience
• Developed a custom skills assessment that won the 2023 Workday Technology Trendsetter Award at their annual conference
• Identified over 350 critical skills, definitions and proficiency targets for every role in the company partnering with 240 subject matter experts and integrated the skills into our talent practices (e.g. Talent Attraction and development)
• Established, hired and onboarded a new Career Transition Support function to support associates experiencing a role elimination
• Presented at four industry conferences and advise external peers on our strategy, experience and lessons learned
• Responsible for the Enterprise Performance Management experience including introducing a new rating scale to assess and evaluate
• Responsible for the enterprise internal mobility experience to develop talent to meet future demands

• Responsible for deliverables to the CEO, EC and Board of Directors
• Managed processes to ensure the leadership team and organization operated smoothly: Goal strategy and monitoring, monthly business reviews, space and location planning, communication strategy, headcount and hiring, culture initiatives, town halls and early talent strategy
• Member of the TFS Operating Committee focused on the strategic initiative portfolio, reviewing the project spend, execution status and alignment across the work streams
• Led the pandemic related expense reduction strategy to reduce vendor spend, identify internal expense levers, evolve hiring strategies and lead the Voluntary Severance Program exercise
• Evolved the Product Management operating model and identify the competencies for the future by partnering with Talent Management to interview six vendors and review RFPs
• Stood up the new Chief Customer Office by onboarding new leaders and integrating the leadership team (head of TFS Marketing, Enterprise Analytics, Financial Wellness and Communications)
• Product Proficiency: Advancing the knowledge of our products and solutions with internal associates

• Integrated the Individual and Institutional businesses to become TFS including the hiring of new leaders into the roles of Chief Customer Officer, Chief Operating Officer and Head of Wealth Management
• Acted as the point of contact leading the TFS HR Team through the changes in the remote working program (TWS)
• Supported the TFS CHRO with confidential matters including exiting leaders and Board of Directors materials
• Developed the Workforce Health Dashboard with the workforce analytics team (still in use today)
• Supported the HR team as we strategically reduced headcount by ~1,000 through business exits, organizational consolidation and productivity efforts

• End to end HR Generalist support to 650 associates
• Developed and implemented a customized human capital strategy in partnership with the business leaders to ensure the cumulative HR team focused on the key priorities to enable success for the organization and leaders
• Supported business planning and partners with finance and business management on workforce planning and forecasting
• Led the strategy for organizational changes including restructuring, reductions, onboarding and importing/exporting teams
• Coached and developed leadership team members and delivered off-sites for people leaders and the leadership teams
• Developed policies to enable business success and employee engagement (e.g. remote working policy and promotion criteria)
• Executed core HR processes/deliverables including: Talent reviews, succession planning, learning initiatives, recognition processes, culture action initiatives, pay equity, performance management processes, new leader onboarding compensation and disciplinary processes

• Clients: Advocacy & Oversight and Enterprise Risk Management
• Led organizational effectiveness using talent focused strategies including coaching, organizational design, talent reviews, succession planning, development and career planning, assessments, team effectiveness, employee engagement, and onboarding

• Client groups: Corporate Audit, Global Risk, Global Technology & Operations, Legal, Global Wealth and Investment Management
• Organizational Design and Talent Development Strategy development and execution
• Created replacement plans for key roles, identified retention risks and mitigation plans, identified top talent and outline development strategies
• Talent management: Facilitated robust talent discussions and identified actions to develop key leaders and enhance the pipeline
• Skills assessments, individual and team coaching using assessments such as Emergenetics, Hogan and Meyers Briggs Type Indicator
• Identified the knowledge, skills and abilities for select roles by conducting focus groups, interviews and surveys and developed competency definitions and proficiency levels by role
• Developed and delivered training for raters to understand how to evaluate their talent on their knowledge, skills and abilities
• Created development maps with learning content customized by role to support development in current role and to prepare for desired future roles
• Facilitated the performance management process and onboarded senior leaders with customized development plans, identified talent for development programs, managed a mentoring program, conducted stakeholder reviews and 360 feedback to coach leaders and supported employee engagement initiatives
• Sourced internal talent to create diverse slates for open roles and executed talent moves as part of a purposeful assignment management strategy for rotational assignments
• Supported the title promotions process by selecting committee members and facilitating the due diligence meetings