Jana Moore

• Transforming talent acquisition over a 12‑year growth journey by embedding non‑negotiable cultural values into hiring, shifting from historically low retention to becoming an employer of choice by intentionally designing a work environment that prioritizes both performance and “being a good human”
• Expanding access to constrained, high‑demand talent by aligning hiring strategy with where skills actually live, targeting mobile and mission‑aligned talent pools, including military pathways (with ~20% of the workforce having served), remote‑ready candidates, and achieving ~30% of hires through employee referrals
• Moving from talent scarcity to talent selectivity by investing in AI‑enabled hiring tools and modern TA infrastructure to rapidly identify, assess, and convert the right candidates, reducing time spent filtering high applicant volume while ensuring only culturally aligned talent progresses into the business

This interactive Q&A explores the critical handoffs between talent acquisition, workforce planning, and operations that determine whether hiring activity results in delivery capacity. The discussion examines how organizations are aligning demand planning, hiring timelines, and manager accountability to avoid the common failure points where volume increases but performance, safety, or schedules suffer. Leaders will compare approaches to coordinating TA and operations, so workforce growth is absorbed predictably rather than creating downstream disruption.