Expertise
Please view this page so that the various roles that I have held within the workforce development sphere can be seen and the tasks associated with some of those roles.
1
Google (MSP-HR Contingent Workforce Program)
Verticals Supported: Google Creative Lab, Google X, Google Fiber
Requisition Types (Requisitions I worked on):
Pre-Identified: My job was to have it filled in 12 days or less from requisition creation to acceptance.
Regular Requisition: My job was to have it filled in 30 days or less from requisition creation to acceptance.
Project Requisition: My job was to work with the project teams directly most of which were subsidiaries who conducted bulk hiring efforts and the SLA's/metrics varied, but the demand was increased.
Requisition Workflow Examples
Project Requisition Workflow Example (Google Fiber)
Regular Requisition Workflow Example
Industry: Technology
Type of Positions Assisted With
IT & Software
Engineering (e.g., Project Engineer)
Finance & Management (e.g., Project Manager, Resources Manager)
Admin & HR (e.g., Office Administrator)
Creative & Content (e.g., writers, graphic designers)
Sales & Marketing
Data Science Specialist
Legal
Nuanced Tasks
PIPs
While assisting the Google account and working on temporary staff (contingent workforce) hiring efforts, one of the nuance tasks that I had the opportunity to work on were performance improvement plans (PIP's). I assisted with the oversight of these plans. If a hiring manager was not happy with an extended worker's performance as it relates to their assigned job tasks, there were times when they placed them on a PIP.
Metrics: processed approximately 94 project related pip's and processed approximately 30-40 regular/payroll requisition pips.
Office Hours
I also participated in office hours. Office hours took place where individuals who were Google employees could get answers to questions that they may have, but in a way that puts them and the person or party assisting them on a video conferencing call at a pre-determined time throughout the available office hours timeframes. I believe that temporary staff, vendors, contractors, managed service providers and staffing agencies (suppliers) alike may have access to the office hours availability as well, however, a majority of the request that I received and had the opportunity to assist with involved Google employees who had questions about temporary staffing.
Ticketing System
Google GUTS is Google's Unified Ticketing System that serves as an area that full time employees, temporary staff, vendors, contractors, managed service providers and staffing agencies (suppliers) alike can access to get answers to the questions that they may have submitted or inquiries and action items submitted on their behalf. I utilized this system in many different facets and had responsibilities of being assigned tickets. This meant that I also had service level agreements (SLA's) that I had to adhere to. Sometimes I was cc'd on tickets for visibility purposes and I had the ability to triage tickets to the correct team if it was assigned incorrectly.
Termination Process
Assisted with Google temp staff termination process as it relates to badge deactivations. If the extended worker failed a performance improvement plan (PIP) that they were on, I was tasked with submitting a deactivation ticket with high urgency having both their system access and badge deactivated at the designated time
Challenges Conquered
During my time assisting the Google account there were many great moments. There were also moments that presented themselves as challenges that I had to overcome. Overall, the account functioned as a well oiled machine. There were compliances (as many MSP programs have), and the account saw growth, however, sometimes the things that make you great are also the things that can present an area of opportunity. For example, in my opinion, the compliances that were trickled down from the stakeholders were not always the clearest and sometimes appeared to not necessarily contradict, but appeared to conflict with already established processes. It took navigating from our team and clarification sought, but we were always able to meet the demands and ensure customer satisfaction. Some of the navigation process included us as the MSP conveying the updates, changes and compliances to the hiring teams and other major stakeholders who the changes impacted. This was not always easy for them to understand, but we were able to utilize our consultative approaches to further demonstrate value add that our MSP partnership afforded.
2
CVS Health (RPO-HR Program)
Verticals Supported: Aetna, American Health Holding
Requisition Types (Requisitions I worked on):
BAU (Business As Usual): Small number of openings (under 10), may create requisitions less frequently.
Class Hiring: 10 plus per req (more entry level), higher volume (ramp), creating requisitions for the same role.
Project Requisition: My job was to work with the project teams directly most of which were subsidiaries who conducted bulk hiring efforts and the SLA's/metrics varied, but the demand was increased.
Evergreen Requisition: Type of job posting that remains open continuously, regardless of whether there is an immediate vacancy. It is used to proactively attract and build a pipeline of qualified candidates for roles that are regularly needed or have high turnover. This allows recruiters and hiring managers to quickly fill positions as they become available, without starting the hiring process from scratch each time.
End-to-End Recruitment Hiring Process Workflow (CVS Health)
Industry: Healthcare
Type of Positions Assisted With
Healthcare & Clinical Services
Customer Service & Advocacy
Operations & Quality Assurance
Data & Business Analysis
Nuanced Tasks
Interview Scheduling
I assisted CVS hiring managers with scheduling interviews as an option to further the efficiency of the process overall, especially if they were new to the hiring process. This is an additional approach that I took as a way to help even though many RPO programs have interview scheduling teams that they work with. On the CVS account we did have an interview scheduling team, but I took on the responsibilities to offer my interview scheduling skills so that they can have the burden of hiring lessened and we keep the lines of communication even more streamlined.
Metrics: Assisted with over 80 requisitions within my 7 months working with the CVS account. These roles were varied as it relates to their titles and description as well as a plethora of hiring managers.
3
Centria Autism Services (In-house Recruiting)
Nuanced Tasks
Assisted with harder to fill positions within various location such as those in my assisged territories (State of Oregon and Northern Michigan).
There were times that I was tasked with assisting others with filling positions in specific territories like in Oakland County Michigan, Wayne County Michigan, and parts of western Michigan area.
Upon Hire Behavior Technician Expectation Flow
Industry: Healthcare
Type of Positions Assisted With
I assisted with hiring Behavioral Health Technician roles
Project
Completed my masters project through my job at Centria Autism Services. The project entailed figuring out retention methods, but more specifically, why prospective Behavior Technicians absentee within the process. Surveys, pivot tables, stake holder engagement and other databases and methods were utilized.
Challenges Conquered
Working at Centria provided me with the opportunity to be introduced to the workforce development field, but more specifically talent acquisition vertical of that field/sphere. Working in talent acquisition in a recruiting department can be rewarding and there were many of those highlights as evidenced by the associated items in this portfolio, however, there were also challenges that had to be conquered. Some of those challenges included the following, retention issues, sometimes candidates questioning the validity of roles, part time roles to start, ect. These challenges were conquered by me by way of first knowing what the issues were, and then being able to not just present the job as an amazing opportunity, but utilizing various psychology techniques. What is meant by this is that I was honest with the candidates about the role, what they would expect including possible difficulties and I also worked with them to figure out their 'why?'. All of these approaches led to great outcomes as it related to applicants that I worked with throughout various points in their candidacy. It helps that I studied social work and psychology in my undergraduate studies combined with people skills and my ability to connect with others in a meaningful way.
Metrics:
Offers Accepted on Average a Month (output): ~ 37
Offers to Accept Ratio (efficiency) (percentage): ~ 89.55 %
Staffing Efficiency Rate (percentage): ~ 35%
Average Monthly Call Volume (effort): ~ 830.8
Weekly Consolidated Score (main performance KPI): ~ 51.4
Key Insights
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Consistency: Dewayne achieved an average Weekly Consolidated Score of 51.4 ranking in the top 3 (amongst approximately 26 qualifying recruiters) and demonstrating stable, repeatable performance rather than reliance on a single high-performing period.
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Relative Performance: His consistency placed him ahead of the majority of recruiters, including others in the top 5, reinforcing his position as one of the strongest sustained performers in the group.
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Production Strength: Dewayne also ranked in the top 3 in the incentive-based model structure (amongst approximately 26 qualifying recruiters) which is driven strictly by production outcomes such as acceptance points, hires, and staffed cases. This confirms that his performance is not just well-rounded, but also directly tied to measurable hiring output.
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Multi-Month Impact: His results are supported by multiple qualifying months, including strong contributions in acceptance points, hires, and staffed counts, rather than a single standout month.
4
Ceva Logistics (MSP-HR Contingent Workforce Program)
Verticals Supported: Warehouse/distribution
Requisition Types (Requisitions I worked on):
Pre-Identified: Many of positions that are created have pre-identified candidates associated with them. With this being the case, I proactively work to process the request with efficiency in mind.
Regular Requisition: If the requisition doesn't have a pre-identified candidate associated with it, then it is considered a "regular requisition" or "standard requisition" and it is processed similarly, but with slight nuances.
Industry: Logistics and Supply Chain Management
Type of Positions Assisted With
Logistics & Warehouse Operations (Associate Logistic, Sr. Associate Logistics, Equipment Operators (Forklift))
Administrative Support (Professional)
Customer Service & Clerical (Customer Service Representative)
Regular Requisition & Payroll Requisition Workflow Example
Nuanced Tasks
Quasi Ticketing System
I assist with operating and maintaining the Ceva inbox (CEVACLP@allegisglobalsolutions.com). This inbox acts sort of as a quasi ticketing system where both staffing agencies, Ceva Logistic representatives and various stakeholders a like can reach out to our team by way of sending us an email. Numerous request come through daily, and the team is tasked with actioning them.
Scorecard Meeting Facilitation
I assist with scorecard meeting facilitation processes. These scorecard meetings take place with the staffing agencies that support the account and it is on a quarterly basis. The supplier scorecards consist of metrics that directly relate to their performance during the previous quarter.
Req Zone
As apart of my responsibilities, I have voluntarily taken on the task of our team's 'Req Zone'. The Req Zone is a time that is set aside for our team to get aligned with our requisitions overall. We have a report that is automatically sent to the Ceva inbox once a week and it is my responsibility to get the updated reqs and their statuses from this report and uploading it in a presentable way via our Req Zone monthly spreadsheet. The spreadsheets tabs are assigned to the weekly req status reports that we shared within that given week. We meet and each person goes over their assigned reqs and their statuses. It is a time time that we collaborate and share best practices especially if the requisition is starting to really get aged.
5
Gainwell Technologies (MSP-HR Contingent Workforce Program)
Verticals Supported: IT and Non-IT (non-healthcare roles)
Requisition Types (Requisitions I worked on):
Pre-Identified: Some of positions that are created have pre-identified candidates associated with them. With this being the case, I proactively work to process the request with efficiency in mind.
Regular Requisition: If the requisition doesn't have a pre-identified candidate associated with it, then it is considered a "regular requisition" or "standard requisition" and it is processed similarly, but with various nuances such as sourcing that takes place, sometimes spotlight calls, intake calls/information gathering, ect.
Industry: Health Care Technology
Type of Positions Assisted With
Accounting & Finance
Case Management & Support
Business Analysis & Data
Application & Solution Design/Development
Project & Program Management
Database & Technical Administration
Customer Support & Service
Regular Requisition & Payroll Requisition Workflow Example
Nuanced Tasks
Staffing Agency Onboarding
I assist with bringing staffing agency's into Gainwell by way of walking them through the initial system access steps, program expectations, and providing documents that they would need so that they are able to quickly get up to speed with expectations.
Staffing Calculator
While working with the Gainwell Technologies account I was inspired to find and easy way to have the bill rate and other associated rates calculated when certain criteria was known. That led me to the creation of the "Staffing Calculator With Legend". This exemplifies an eagerness to want to assist the client with efficiency and provides an additional tool at our team's disposal so that we are able to consult as it pertains to MSP operations and day to day functions within our capacities.
Req Zone
As apart of my responsibilities, I have voluntarily taken on the task of our team's 'Req Zone'. The Req Zone is a time that is set aside for our team to get aligned with our requisitions overall. We utilize our trackers for this process twice a week and it is my responsibility to ensure that ones are trackers are updated downloading the Excel file and uploading it in our Req Zone folder within our Gainwell Team's account. The spreadsheets are renamed and assigned to the weekly req status reports that we shared within that given week. We meet and each person goes over their assigned reqs and their statuses. It is a time time that we collaborate and share best practices especially if the requisition is starting to really get aged.
Laptop Monitoring
As I have worked with the Gainwell account, monitoring laptop retrieval progress has been a part of my responsibilities. This is an additional approach that I take as a way to help even though many MSP programs have teams that hiring teams and staffing agencies alike can work with where the MSP is not expected to be involved at all. The MSP does not have dashboards that we have at our disposals to assist with this, however, we do work with the care coordinators (Also known as the onboarding team) to provide visibility to laptop tracking numbers, and to shed light overall with laptop progress.
Documentation Oversight
Document oversight is a major part of my role within the MSP program assisting Gainwell Technologies. I update documents as needed such as the Gainwell supplier manual, process guides, contact logs, ect.
Interview Scheduling
I assist Gainwell hiring managers to schedule interviews as an option to further the efficiency of the process overall, especially if they are new to the hiring process and/or have problems with utilizing the vendor management system (VMS). This is an additional approach that I take as a way to help even though many MSP programs have interview scheduling teams that hiring teams can work with. On the Gainwell account we do not, so I have taken on the responsibilities to offer my interview scheduling skills so that they can have the burden of hiring lessened.
Work Order Extensions
Work order extensions tend to be a weekly task that I have to oversee and action. Hiring managers reach out to me and request extensions on their temporary staff's contracts, but I also proactively review the weekly "EOA (End Of Assignment)" reports that get sent to the team automatically 2 times a week to ensure that if the upcoming end of assignment is taking place, the hiring manager knows about it and can advise about whether or not they would like to extend the assignment.
Scorecard Meeting Facilitation
I assist with scorecard meeting facilitation processes. These scorecard meetings take place with the staffing agencies that support the account and it is on a quarterly basis. The supplier scorecards consist of metrics that directly relate to their performance during the previous quarter.
Quasi Ticketing System
I assist with operating and maintaining the Gainwell inbox (Contingentlaborprogram@gainwelltechnologies.com). This inbox acts sort of as a quasi ticketing system where staffing agencies, Gainwell Technologies representatives and various stakeholders a like can reach out to our team by way of sending us an email. Request come through and the team is tasked with actioning them.
Termination Process
I assist with Gainwell Technology temp staff termination process as it relates to system deactivations. If the extended workers hiring team would like to move on from the extended worker and/or an extended worker resigns, then I am tasked with closing their work order in the vendor management system (vms). I will also have the hiring team submit a deactivation ticket with high urgency having both their system accesses (in other systems they may have access to), badge deactivated (if applicable), and this triggers the process to get shipping labels sent to the extended workers address so that they can ship the Gainwell equipment back.
Data & Reporting
Review vendor management system (vms) and Power BI dashboards regarding various performance tracking measures. These tracking measures include pulling reports on staffing agency performance, my specific metrics, as well as the team's overall outputs to ensure that we are optimizing our partnership with the client.
Metrics: From the date ranges 12/2/2025 - 5/5/2026 which equates to a 6 month period of time that I have been the main point of contact assisting with work order extensions. I have processed approximately 57 work order extension/contract requests.
The extension process involves multiple steps. Twice weekly, I receive the “Upcoming EOA_Agency Contractor” report (Tuesdays and Thursdays) via Gainwell email. I prioritize contracts nearing their end dates and proactively contact the associated hiring teams to confirm whether they would like to extend and, if so, the proposed new end date. The requested end date determines whether additional pre-approvals are needed before processing the extension in Fieldglass (our vendor management system). Once a new end date is provided, I validate it against the Tenure Calculation End Date, CPM Planned End Date (both in Fieldglass job posting details), and the E2E Total Demand Report (a shared, regularly updated document). If discrepancies arise, I escalate to the designated point of contact, providing the CPM Demand ID for further review and guidance. While hiring teams may occasionally initiate extension requests after receiving automated notifications, I primarily maintain a proactive approach by reaching out 2–3 weeks in advance. This ensures sufficient time for responses, required pre-approvals, and completion of the extension approval workflow in Fieldglass.
Metrics (continued): From the date ranges 10/20/2026 - 5/16/2026 which equates to a 7 month period, my average aging/time to fill results are approximately 25.66 days.
Additional Metrics: From the date ranges 10/20/2026 - 5/16/2026 which equates to a 7 month period, my average shortlist to hire results is approximately 4.19.