Building a Strategic TA Function While Merging Three Recruiting Systems

Recruiting often gets treated like a service desk, and the people doing it get measured on how fast they fill the order. Alison Paris will tell you that is a choice, not a job description.As VP of Talent Acquisition at V2X, a $4.5 billion global services company with 16,000 employees, she leads a team hiring roughly 4,000 people a year across base operations, aerospace, and national security programs.&nbsp;Listen in as she walks through the 9-month integration at Peraton that merged 3 recruiting teams and 3 applicant tracking systems while the team still delivered 3,500+ hires, the 6-month ATS consolidation she just finished at V2X, and why TA leaders should use data as a leader rather than a reporter.&nbsp;If your team is stuck running process instead of shaping decisions, this is how the seat changes.Key Takeaways:[02:25] How a nonlinear path from admin assistant led to VP of TA.[04:49] What global TA looks like across 16,000 employees and 4,000 annual hires.[06:26] How 3 recruiting teams and 3 ATSs became one in 9 months.[08:27] How V2X went live in a single ATS in 6 months.[09:41] Why hires equal revenue in a services business.[10:08] Which team behaviors Alison weights equally with hiring output.[11:26] What 2 initiatives come next after an ATS consolidation.[13:44] How to use data as a leader instead of a reporter.Resources Mentioned:Alison Paris: LinkedInRyan Dull: LinkedIn | ryan.dull@sagemarkhr.comV2XPeratonCACINorthrop GrummanIdeas Worth Sharing:"Approach your job and approach your craft as a strategic function versus a service desk." - Alison Paris"My advice for TA leaders would be to use data as a leader and not as a reporter." - Alison Paris"Our people are what generate our revenue. Hires equal revenue." - Alison Paris<b