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Joy M. D'Amore, JD

Strategic Talent Leader | Private Equity Talent Partner | Talent Acquisition and Executive Recruiting Executive | Managing Director, Human Capital

Professional Background

Joy M. D'Amore, JD, is a distinguished business professional with a proven track record in talent acquisition and human resources. With her extensive experience leading strategic initiatives across various prestigious organizations, Joy has cemented her reputation as a visionary leader committed to aligning business goals with human capital strategies. Most notably, she has recently held the position of Head of Talent Acquisition & Executive Recruiting at Odgers Berndtson US. Here, Joy led initiatives for a globally recognized firm specializing in retained executive search and human capital solutions with a revenue of $295 million. Her role involved not only identifying and attracting top talent but also crafting a strategic plan that empowers organizational growth through its people.

Joy's career trajectory has been marked by stints in high-level positions within diverse environments, including private equity firms and strategic consulting organizations. Before her recent accomplishments at Odgers Berndtson, she played pivotal roles in firms like H.I.G. Capital, where she served as the Head of Talent, and Everest Group, where she was the interim Head of Americas Human Resources. Additionally, Joy was integral to the executive search processes at CBIZ, focusing on CFO roles for high-profile private equity clients.

Earlier in her career, Joy held the esteemed title of Vice President of Human Resources at Folio Financial, Inc., and enhanced her expertise as a Strategic Growth Partner at Amazon.com, concentrating on organizational development and recruiting efforts. This diverse experience has equipped her with unique insights into the myriad dynamics of human resources and talent management, enabling her to effectively lead teams towards realizing strategic goals.

Education and Achievements

Joy M. D'Amore is not only equipped with extensive professional experience but also possesses a robust academic background that bolsters her expertise in human resources and law. She graduated cum laude with a Bachelor of Arts degree from the College of Social Studies at Wesleyan University, which laid a solid foundation for her analytical and critical thinking abilities. Pursuing her passion for law, Joy then earned her Juris Doctor from the American University Washington College of Law.

Moreover, Joy's commitment to continuous learning is reflected in her studies in Organizational Development at American University, which complements her business acumen and legal knowledge. Throughout her career, she has participated in numerous professional development opportunities, focusing on strategic thinking, individualization, and innovative problem-solving.

Achievements

Joy D'Amore's impressive achievements extend beyond her academic qualifications. Her adeptness in fostering relationships stems from her commitment to listening actively, understanding individuals’ motivations, and building trust with colleagues and stakeholders alike. This invaluable ability has allowed her to excel in her ability to tailor brand narratives and opportunities to suit the motivations and interests of others in her network.

In her assessments, Joy demonstrates remarkable strengths that contribute to her effectiveness as a leader. Her DISC profile indicates high levels of influence and dominance, indicating her capacity to inspire and lead teams. Additionally, she is often described as a 'Maverick' in the Predictive Index, showcasing her innovative approaches and willingness to embrace challenges. Joy also exhibits the personality traits of a Builder-Negotiator in the OAD assessment, highlighting her knack for developing strategies that synthesize team efforts and negotiate effectively for optimum outcomes.

Joy's reliance on innovative ideation and strategic thinking makes her a formidable force within the business landscape. She embraces the role of a Learner, consistently seeking out new knowledge and opportunities for personal and professional development. With her strong background in talent acquisition and strategic insight, it is apparent that she possesses the traits necessary to drive initiatives that lead organizations towards success, fostering a culture driven by human capital excellence.

Highlights

Sep 16 · linkedin

As we know, we're in an employer-driven job market. There are many great candidates out there, but the number of great jobs is limited. Employee retention is high, partly because there are fewer opportunities, and the opportunities out there may have compensation levels lower than what the employee is making currently. Many of us have seen this cycle before.

Inevitably, the cycle will change. Companies will start to grow, and hiring will pick up. However, many organizations have short-term visions, even if they know what's coming once economic conditions change. Since retention isn't currently a problem, they fail to take action to ensure that they will keep their valuable talent in a more favorable job market. If an organization has an open position in the current constricted market, the hiring manager might offer compensation well below what a role or candidate is worth because they know they can.

Once markets change, those underpaid hires will likely bolt to higher-paying opportunities. Ultimately, the price a company will pay to replace the employee will far exceed what it would have cost to pay them what they're worth and retain them. I'm not saying anything groundbreaking here. We know this, and we've seen it before. I think we have to prepare a comparison of what it would cost to pay talent what they are worth versus what it will cost to replace them. It would also be helpful to look at a company's history of underpaying during a down economy and losing people as the market picks up. Retention isn't only about compensation; compensation is shorthand for how a company values an employee. Just ensure you aren't being penny-wise in the short term and pound-foolish in the longer term.

Sep 3 · linkedin

I've written previous posts about the problem that CEOs believe they only get hiring, particularly for their executive team, right 50% of the time. Over the weekend, I tried an experiment. I took a person we hired at a firm I worked at 15 years ago. Our firm used an executive search firm for the search. It was a challenging search because very few candidates had the skill sets we needed. Also, we were very eager to hire by the time we found this candidate. In other words, we were in a hurry.

I took their LinkedIn profile and a bio I found on them and put them into ChatGPT 4. I removed the names. I then went through a series of prompts asking questions about the person. I asked them to infer their assessment results from various instruments. For example, "Please infer their predictive index results" or "Please infer their Hogan results." I did this for several assessments. I then asked what they inferred the person's performance was in the role. I also asked what they inferred it was like to work with this person. I then asked how they might be difficult to work with. I also asked how their strengths could turn into weaknesses.

Finally, I asked how we could have picked up these qualities during the interview process. What might we have asked him that could have uncovered these issues? What might we have asked his references or back door references to better reveal these issues? Which assessments would have been most likely to pick up these issues?

If I had pursued this in greater depth, I would have included information about the company's culture and the team with whom they worked. I would have also asked how they should have been onboarded to help lessen these problems.

The exercise was very revealing and served as a "Monday Morning Quarterback" exercise to help avoid making the same mistake in the future.

Related Questions

How did Joy M. D'Amore develop her expertise in talent acquisition and executive recruiting?
What strategies has Joy M. D'Amore implemented to foster trust within her teams?
In what ways did Joy M. D'Amore's education at Wesleyan University and American University shape her career in business and law?
How does Joy M. D'Amore's background as a strategic growth partner at Amazon.com influence her current strategies in human resources?
What are some creative approaches Joy M. D'Amore has used to identify and match talent with opportunities?
Joy M. D'Amore, JD
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Location

Dallas, Texas, United States