Patty Seltzer Talent Management Leader
2018-2023
Learning & Development Organizational Leadership
Radial, an eCommerce and Fulfillment company, hired me to create a Learning and Development department and strategy for the company. This was a dream job and dream challenge! My first goal was to surface what "high performing leadership" meant to the CEO and executive team. Through executive workshops and listening sessions we were able to design a Leadership Principles framework, which was embedded into the Performance Management process and shaped the leadership programs. I launched a 360 feedback program, with internal certification of a small group of HR leaders to deliver and coach against the Korn Ferry (HAY Group) 360 diagnostic tools. A formal annual leadershiop talent review program was introduced for the fair assessment and development of leaders. And I designed and facilitated several leadership and management programs (online, webinars, instructor-led, workshops). Over time, my team grew to four people. We stood up Radial University (our Learning Management System and Learning portals) as our online, self-directed learning platform for use by over 1500 employees. We scaled key programs to reach large audiences - including a management fundamentals training attended by 75% of managers across the network. We created business area curriculum to address the unique needs of different teams. And we launched a mentorship program. Our L&D mission was to bring about behavior change - through a variety of programs, participant coaching, post-program reinforcement, and measures. My greatest joy during this time was the introduction of the Diversity, Equity and Inclusion (DEI) initiatives. Through partnership with Paradigm Group Consultants (paradigmgroupconsultants.com), our recommended multi-year DEI roadmap was approved by the executive committee. We held listening sessions to understand employee perspectives and established DEI goals. This started a large scale culture initiative that included the formation of a DEI advisory council, executive workshops, education programs, HR process improvements and internal communication campaigns.
2008-2018
HR and Learning & Development
At the start of 2008 I was the change leader for a multi-million dollar global SAP Financials systems implementation project across 25 countries. By the end of 2008 I was a member of the HR L&D team, assessing processes and implementing HR centers of excellence. This introduction to HR was my "AH-HA" moment and I saw the value that HR brings to an organizaiton. During my 10 years in this role I held a variety of L&D global leadership roles in Performance Management, Leadership Development, Talent Management, Succession Planning, and Learning Systems. The work I enjoyed most was leading teams - setting direction, coaching my team, learning from our mistakes and celebrating our successes. Coming in a close second was partnering with executive leadership to improve leadership effectiveness and employee engagement. These can be complex areas to work on, with significant investments, varying views, and global implications. But I found that the best solutions are often the most practical and pragmatic.
2000-2008
Management Information Systems
I joined IMS Health, a Healthcare Data and Consulting firm, in 2000 after a consulting engagement with them. We were beginning to rely on large, global systems to manage the business. For me, this meant leading projects to build and deploy powerful global systems such as CRMs, ERPs, Finance Systems. Although I was fascinated by the technology, my passion was on the human side. Through Lean Sigma tools, agile project management, change management practices, and with some of the most brilliant colleagues in my career, I was able to positively impact how the organization managed the core business. During this time I learned how to build business cases, partner with executive leaders and lead large projects.
1990s
Technology and Process Improvement
I started my career during the tech explosion and was inspired by the potential of technology. Imagine taking a paper-based, manual process and stripping away the clutter so people could turn their energy to more meaningful work! And getting to learn about different industries was the cherry on top. Engagements were across an array of businesses including Wyeth Ayerst, Day & Zimmerman, Philadelpnia Chamber of Commerce, Tokai Financial and more..jpeg)
.jpeg)