Jennifer Juhl

Mentor and lead a distributed team, overseeing talent acquisition strategy, workforce planning, full-cycle recruiting, onboarding, employment branding and advertising, stakeholder experience, inclusive and equitable hiring, reporting and analytics, vendor management, recruiting systems and automation, and hiring-related compliance for up to 1,000 annual newly hired employees who directly impact learning outcomes for millions of students in school districts across the country.

Provided strategic and tactical HR expertise to K-12 education and youth-focused non-profit and social enterprise clients, including: legal compliance, training, development, coaching, and mentoring of board members, leaders, and staff, risk management assessments and risk mitigation solutions, creation of HR programs and policies, and assessing, developing, and implementing talent acquisition and total rewards strategies, processes, and tools.

•Spearheaded development and oversight of an integrated resource management system that allowed for successful management of staffing levels to revenue plans, including proactive hiring and resource realignment. •Created an effective centralized talent acquisition process, resulting in more than 50% decrease in new hire attrition, an 80% reduction in cost per hire, and drove reliance on agency hires from nearly 50% to less than 3%. •Aligned talent acquisition, performance management, and rewards programs, processes and tools with key business drivers, resulting in a 35% increase in quality hires, promotions, and transfers. •Instituted HR metrics that were used as a model to align organizational behavior with desired results, track effectiveness of HR programs, analyze the impact of HR programs and issues on the bottom line, and provide predictive data for continuous improvement efforts. • Spearheaded division’s diversity and inclusion initiatives, with results that were cited as benchmark setting. •Implementation and administration of global Ethics program, including: extensive employee training and engagement, oversight and investigation of cases, liaising with internal and external Legal, Executive Management, and subject matter experts within the $3 billion Segment, providing oversight, training, and mentoring to 20 division ethics officers, and analyzing program performance, all of which resulted in reduced legal expenses and exposure, expeditious case closure, and a stronger ethical culture. •HR leader in the planning and implementation of several successful multi-division merger, acquisition, consolidation, relocation, and reorganization efforts to acquire technology and talent, reduce costs, increase efficiency, raise customer satisfaction, and improve profitability. •Pursued and received over $164,000 in state reimbursement funds for employee training. •Recipient of L3’s first ever “Raising The Bar in HR” award for outstanding HR performance.

Responsible for managing the entire centralized staffing program, including strategic partnering with business units and setting employment policies for the worldwide organization. Responsible for employee relations management of local San Diego office. •Managed employee relations and generalist issues at the 350- employee San Diego office, including HR investigations, exit interviews, four reductions-in-force over the course of two major mergers, performance counseling, performance review administration, new hire orientation, policy interpretation and implementation, as well as the majority of non-technical staffing. •Oversaw hiring for 300 employees in eight months at DataWorks, and 500 employees in twelve months at Epicor. •Led Staffing Department team to keep cost per hire at DataWorks at half budgeted level for the year, saving the company $1.5 million, while honoring commitments made in our Service Level Agreements. •Instrumental in assembling, developing and leading a strong internal group of staffing professionals and administrative support personnel, allowing the company to reduce outside recruitment agency relationships by roughly 50% or $2.5 million in 1999. •Reduced company temporary employee expenses by over $100,000 through establishment of nationwide general/clerical agency contract. •Designed and implemented a cutting-edge Internet recruitment program. •Implemented HRIS system to generate reports, resulting in a dramatic increase in total staff efficiency.