Laura Lockwood

In my current role, I empower the Senior Manager of Recruiting Operations, the Senior Manager of Candidate Experience, and our Recruiting Programs team. Collectively we have 14 team members supporting various aspects of Gusto's hiring and talent strategy to ensure a scalable, sustainable, and inclusive experience. About the teams I empower: - Recruiting Operations: The Operations team is a key partner to the analytics and technical teams. They work closely to ensure our day-to-day activities run smoothly and efficiently, providing us with reportable insights that help the Recruiting team manage our capacity and resources. Operations also partner with Candidate Experience, Recruiting Programs, and Recruiting teams to align processes and technical solutions to meet Gusto's talent strategy and experience goals. - Recruiting Programs: The Program team is at the forefront of strategic talent program management and new program development. Their focus on innovation is key to how we attract and engage with talent communities inside and outside Gusto. The Program Management team not only owns the evolution of existing programs but also identifies new program needs. Some examples of program areas include Rising Talent, employer branding (content, event strategy), referrals, training, and enablement. - Candidate Experience: The Candidate Experience team supports the interviewing processes by ensuring candidates connect with hiring teams across Gusto. They oversee our scheduling technology and partner with recruiters to inform candidates about the hiring process.

I stepped in as the Interim Head of Technical Recruiting to support the team through significant changes while still serving as the Head of Recruiting Operations, Programs, and Experience. In this role, I started by empowering 8 Recruiters and 1 Manager during a significant hiring push, which required reforming capacity plans to inform of additional resource needs. I partnered with Tech Leadership to define hiring priorities. At the end of my interim period, I supported the team in onboarding a team of contract Recruiters and Coordinators to support the ongoing hiring needs and onboarded the new Head of Tech Recruiting. The team grew to 26, including leaders, recruiters, coordinators, and sourcers.

I was excited to join Oura after being approached by a former Zillow leader to build out the Recruiting Ops and Programs space. When I joined, Oura was a team of ~300 employees with offices in Finland and San Francisco. I joined right after the Roe v. Wade was overturned by the Supreme Court and, unfortunately, was one of many employees impacted by a reduction in force due to the impacts of this decision on healthcare technology. I continue to champion the Oura ring technology and the impacts that wearing the ring have had on my health and wellbeing! As Oura grows again, I am happy to connect people with the Recruiting team.

- Implemented the first People Org risk compliance heat map within the department and presented current risks to People Org executives for prioritization and alignment. - Developed risk matrix to determine prioritization for various line items based on financial, operational, security, reputational, and legal gaps. - Created contingent workforce policy to outline definitions of contractor types, maximum tenure thresholds, and engagement requirements for Twilio Sponsors to current contractors. - Identified right to work requirements for 18 countries (9K+ employees globally) and provided overviews to Operations Manager. - Formed an Affirmative Action Program including plan formation, standards for documenting good faith efforts, and OFCCP posting requirements. - Created People Compliance roadmap to document current projects, decisions, and issues. - Managed mandatory census and employee representation reporting for all Twilio locations.

- Led a team of 12 overseeing Contingent Workforce Management, Pre-Employment Screens, Mobility, HR Systems/Vendor Management and Recruiting Operations management. - Represent the Recruiting Org within the COVID task force to orient teams and hiring strategies towards a distributed workforce model across the US and Canada. - Established Recruiting and HR system strategies in partnership with HR Product and HRIS teams including the creation of SLAs and SOPs. - Managed the technical project roadmap and prioritization for system implementations and changes including discovery through management. - Led tier 0, 1, 2, and 3 triage teams that supported the creation of self service materials for employees and People Org team members, policy application and enforcement, program management, and system trouble shooting. - Managed $10M budget and annual operating plan on behalf of the VP, Recruiting and Operations. - Saved $1.8M towards overall company goal of $20M (FY’19) through implementing policies regarding staffing agency and contingent worker placements and conducting RFPs across current HR vendors/systems. - Partnered with People Legal and Compliance to establish policies, procedures, and systems around licensing requirements, drug tests, criminal searches, and DMV screens. - Led implementation and management of the ServiceNow ticketing system for People Operations resulting in ~1,200 tickets per month. - Implemented policies around contingent worker engagements and engaged VMS (Beeline) and MSP (Tapfin) to oversee contingent workforce management for 1,000+ contractors. - Established and managed formal relocation program including the creation of relocation ranges, policies, package benefits, and system implementation. - Partnered closely with the Immigration team to ensure that all documentation and processing were completed pre-hire and prior to transferring to a new location.

- Co-led Workday Recruiting implementation change management, testing, training, and requirements gathering for Recruiting organization of 200+. - Led agile sprint meetings post Workday Recruiting integration to prioritize ticket backlog based on risks matrix - Developed company-wide interview training to address unconscious bias, standardized interviewer questions, and provided guidance on constructive feedback for 4,000 leaders and interviewers. - Established referral program which increased referrals to #2 source of hire - Created center of excellence for Project and Program Managers (PMO) across the People Org to to standardize timelines, project charters, and stakeholder alignment - Created framework for phase 1 of internal mobility program which led to internal hires as #1 source of hire from 2018-2019 (now managed by a team of 5).

- Covered for Sales Recruiting Manager during 3-month leave of absence while navigating the team through substantial organization changes post-Zillow/Trulia merger. - Developed sales internship program from the ground up that directly impacted sales revenue. - Worked with VP of Sales and Chief Business Officer to improve quality of hire during the restructuring of Sales and Customer Support teams by creating consistent interview loops, active manager sourcing sessions, and standardized interview questions. - Partnered with Recruiting Analyst to ensure previous and current hiring data was integrated correctly during the transition to Greenhouse from Jobvite. - Improved referral program which resulted in 70% of 2015 hires coming from employee networks. - Filled 200+ requisitions for Sales, Customer Support, Facilities, Training, and Human Resources. - Actively prospected for high-level passive candidates using LinkedIn Recruiter, Indeed and CareerBuilder while utilizing Boolean search techniques. - Revamped hiring processes to include updating job advertisements, weekly pipeline updates, and standard it interviewing questions.

- On-boarded new employees by completing I-9s, W4s, E-Verifies, background/reference checks, personnel files and entering new employees in Concur, ADP and Workday. - Updated personnel and HRIS records to reflect changes to titles, compensation, reporting structure, and benefits. - Worked with multiple benefit providers on behalf of employees to fix discrepancies with coverage, billing, and dependent information. - Audited system functionality and reporting accuracy while transitioning to Workday from ADP - Conducted employee exit surveys for voluntary and involuntary terminations. - Processed hourly employee timecards across 4 offices and managed distribution of employee paychecks. - Maintained personnel files to include performance evaluations and improvement plans. - Managed FMLA process for Denver employees and provided personnel information to disability provider.

- Supported the offices of the CEO/President, COO and Senior Vice President of Sponsorship and Governance. - Constructed the 2012 annual report to the Vatican and assessed departmental materials to ensure all data was presentable and accurate. - Maintained leadership directories in Excel for multiple offices and hospitals. - Generated expense reports in Concur for Board of Directors. - Managed catering orders and agendas for leadership and Board of Director meetings. - Organized conference materials including presentations, name tags, hotel/travel accommodations and agendas.

- Supported the Facilities and Operations department within the corporate headquarters comprised of executive leadership and 4,000+ employees. - Developed training manuals for 3 front desks in Englewood and created an online community for document sharing. - Coordinated meeting room needs for 30+ conference spaces including catering orders, AV requests, and visitor badges. - Facilitated tours for high profile visitors including hospital and corporate CEOs.

Emphasis Production Management