A Day In The Life Of A Director Of Recruitment And Operations At Galileo Learning
A Director of Recruitment and Operations at Galileo Learning starts each day with a short, strategic stand-up meeting to adapt recruitment strategies quickly, followed by a series of check-ins with various teams and partners, allocating dedicated work time to address roadblocks and complete action steps from meetings; the afternoon involves candidate reviews, interviews, and troubleshooting, reflecting the "on-call" nature of management.
Project Management, Communication, Problem-Solving, Teamwork, Leadership
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Shayne Walton
Director of Recruitment and Operations
Galileo Learning
UCLA
Relay Graduate School of Education - MA, Teaching, UCLA Anderson - MBA
Political Science, American Studies
Education
Human Resources (HR)
Worked 20+ Hours in School, Greek Life Member
Video Highlights
1. The Director starts each day with a 15-minute stand-up meeting to align on marketing and recruitment strategies, demonstrating the importance of collaboration and adaptability in this role.
2. Throughout the day, they conduct check-ins with various teams (regional directors, managers, direct reports, external partners), highlighting the multifaceted nature of the job and the need for strong communication skills.
3. A significant portion of the day involves addressing immediate issues and troubleshooting, emphasizing the on-call and problem-solving aspects of a management position in recruitment
Transcript
What does a day in the life of a director of recruitment look like?
Every day is different. I typically start my day with a marketing stand-up meeting. This is a 15-minute meeting with my manager of marketing and communications.
She is wonderful and my right-hand person at work. All of our strategy must be executed through marketing and communications. Our strategy can pivot quickly, for example, we might realize we have enough interns in West LA and don't need to hire more. We then pivot the strategy to recruiting instructors in Pasadena. We constantly make adjustments and changes.
Personally, I was nervous at first about doing these quick stand-up meetings. I didn't want it to feel like micromanaging, but it was her suggestion. It revolutionized our working together. We set clear objectives for every single day, which works well for us.
That's how Sam and I start our day. Then I go into a series of check-ins with different groups every day, which varies. Regional directors tell me about their enrollment numbers and how that impacts staff recruitment. My direct manager gives me updates on company financials. My direct reports update me on their work. I also have meetings with external partners like Indeed and LinkedIn.
I typically have some work time afterward. As a manager, I deeply believe that after every meeting, there should be action steps. Your to-do list gets longer with every meeting. I make sure I have work time scheduled in the middle of the day.
This work time often gets scheduled over with other things. I try to keep it sacred so I can start taking action to remove roadblocks for my direct reports. After lunch, I conduct interviews or review candidate resumes and troubleshoot issues.
Being a manager means you're on call at all times for your people. At least, I think that's how a manager should be. They can call me on Zoom middle of the day and say an Excel sheet broke, and I'll hop into it for 30 minutes. There are no shortage of issues.
Putting out fires and conducting interviews are usually how I spend my afternoon. I hope to log off by 4:30 or 5:00 every day.
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