Phillip Tabor

• Directed all training for a talent acquisition corporation consisting of over 17,000 employees spanning 1,800 national and international locations.
• Managed the development of training programs to include market analysis, precision market targeting, planning, prospecting, interviewing/influencing skills, applicant processing, and employee sustainment.
• Created and implemented certification programs for all talent acquisition personnel positions, branch managers, district/region chiefs, and operations staff.
• Served as program lead for operational transformation to include policy development, business rules, systems integration, performance metrics, training, and assessment.
• Authored official briefs, executive summaries, and requests for information to U.S. Defense leadership, U.S. government politicians, and public affair agencies.
• Responsible for coordinating and executing staff fusion operations to 44 regional headquarters to improve synchronization and achieve management directives.
• Served as the corporate Organizational Inspection Program Coordinator; planned, trained, and led a team of 30 inspectors to virtually and physically validate compliance against written standards. Assessed, documented, and reported results of current and past operations, leadership strategies, managerial procedures, and recommendation to correct deficiencies. Inspected subordinate elements spanning over 1,800 locations to include compliance within Equal Opportunity, Sexual Harassment/Assault Prevention, Safety, Security, and Cyber programs.

Planned, conducted, and evaluated full life-cycle recruiting operations of 40 District recruiting headquarters to achieve a combined annual contract goal of 15K+ new hires and consisting of 1,300+ recruiters and approximately 300 Talent Acquisition Managers; geographically dispersed across 12 states.

• Developed a knowledge management distribution program using internal networks to disseminate updated information quickly and improve operational consistency across the organization.
• Orchestrated a marketing and prospecting plan tailored to the political, social, and economic environment of each District while simultaneously evaluating and adjusting the plan due to changes in the market to compensate for the 35% personnel shortages upon assumption of duties.
• Developed an external network of education and community leaders, which was pivotal in accomplishing recruiting goals resulting in partnerships that expanded prospecting and sourcing opportunities.
• Assessed subordinate leaders and implemented individual critical needs training and development that empowered personnel to execute tasks independently; establishing foundational skills resulted in the region achieving the highest production in the first and second year than in the past decade.
• Executed corporate guidance and piloted the first complete operational transformation in 40-years to exploit the talents of each employee and assign to singular positions that best facilitates their ability to succeed; increase production, morale, and loyalty to the organization.
• Designed on-boarding procedures to ease the transition of new personnel and quickly acclimate them to the organization’s operating procedures and the organizations culture.
• Served as the liaison between businesses, community, and education leaders raising awareness of over 200 career fields resulting in new sourcing opportunities within the region.
• Participated in developing and executing 75+ sales presentations; forged partnerships with corporate America setting conditions for market expansion within the organization.
• Assessed processing functions to include application, aptitude testing, physical examination, and background checks; implemented changes to business rules that increased efficiencies by 9% resulting in an additional 1,500 contracts annually.
• Authored the Recruiting Tactics manual that prescribed the art and science of talent management recruiting; manual adopted by corporate and not the foundation of recruiting doctrine.