Talkdesk is home to inspiring leaders who have amazing stories to tell. Our executive team is comprised of a diverse group of individuals who have varied career paths and knowledge they’ve gleaned from years of experience inside and outside of the contact center industry. We want to share their insights with you, which is why we’re launching a blog series called Executive Perspectives!
This month, we’re featuring Dr. Shauna Geraghty, who is the Vice President of Global Talent Acquisition. Read on for an interview with Shauna to learn about some of her feats, challenges and what’s next for the Talkdesk talent team.
I started with Talkdesk in February 2012 as the first U.S. employee. I was brought on to spearhead our marketing initiatives, and I was the only person on the marketing team until 2014 when we closed our Seed Round of funding. At that time, we started to scale our sales team and needed to scale the marketing organization to support this growth. In January 2016, we had about 120 employees in the company globally, but didn’t have a dedicated talent or HR resource. So Gadi, our COO at the time, asked me to establish the Talent Acquisition function. We now have about 550 employees globally and a talent team of about 25, scaling to 35 within the next quarter.
The biggest challenge was when I was promoted to lead our global talent team. Within the same month, I had about 20 direct reports spread across four locations, was tasked with recruiting, training and onboarding a leadership team under me all while supporting the needs of the organization with an under-resourced team.
My favorite part about the role is being able to accomplish something that most people within the organization thought was impossible. The Talent Acquisition Team has a track record of achieving aggressive goals and is therefore able to help influence the strategic direction of Talkdesk.
Scaling from 1 to 550 required the following:
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We currently have about 550 people and plan to scale to 1,000 this fiscal year. The majority of that headcount growth will be in R&D functions, followed by sales. In order to reach these headcount goals, we had to scale our talent function, optimize our systems and tools, iterate on the process we developed in 2016 and install a Talent Operations headcount in each of our six office locations.
Within Talkdesk, the most important constructs that predict goodness of fit are:
We, the Talent Acquisition Team, are able to accomplish amazing things if I believe in myself, the process we developed and my team’s ability to execute.