As per my job description, I wrote and sent all internal emails to the entire agency, scheduling Zoom meetings and organizing the Google Calendar. Each week I reminded members of the upcoming meeting and shared any potential information, articles or content they might need for development and programming that week. I also managed member attendance.

With our VP of Diversity, Equity and Inclusion, I designed a survey for all agency strategists and executive members to complete, which was an initial gauge of what the agency’s current metrics looked like. VP DEI and I used the survey to gain a better understanding of how the agency looked on the inside and how we wanted to improve in the following quarters in areas of recruitment, strategist development, executive training, and more.

With the Co-Presidents, I assessed the Pulse Check and helped organize and plan our fall recruitment cycle so we could successfully gain new members come fall. We set all the official dates, established training agendas, and rounded out all the necessary information we needed before fall quarter.

Since Human Resources is in my job title,I held virtual office hours throughout the quarter so that agency members could voice any concerns within their client teams. This was a safe and easy avenue for members to communicate any potential issues that might come up during the quarter.

I established our agency funding through Associated Student Government’s SOFO forms, as well as pooled together mental health resources for strategists and account executives in case of potential need.

With a new year, the agency transitioned from fully virtual work to complete in-person operation. Again, I managed member attendance, while trying to balance and accommodate virtual needs that often arose. In addition, I continued to schedule agency meetings and handle all back-and-forth between the executive board, account executives and strategists.

Since F&F only completes one formal recruitment cycle, it is the biggest job HR must complete during the position. I oversaw and organized hybrid recruitment process from top to bottom, showcased F&F at both virtual and in-person fairs, interviewed 100+ applicants and read 100+ applications and planned for an Implicit Bias Training. After a hectic week, the executive board deliberated over 100+ applicants and then welcomed 27 new members to join client teams. As go-to-girl of the entire process, I handled all logistical and administrative duties like scheduling interviews, reading applications, forwarding emails and scanning questions.

To benefit the new strategists, I matched them with exec members for mentorship program according to similar career interests and paths. Each Mentor/Mentee pair was then instructed to meet outside of agency time to get to know one another and serve as a resource inside of the agency and at Northwestern.

A common term I’ve recently learned from corporate world is “putting out little fires” — referring to problem-solving for small issues that come up in the day-to-day. This was under my jurisdiction, by rearranging client teams or helping the remaining president monitor the waitlist and club email.

As per my job description, I continued to manage member attendance, accomodate virtual needs, schedule meetings and serve as a mentor to come to if others had any sort of issues.

As my time as VP HR came to an end, I helped the new VP learn what the position would entail and hosted a coffee chat. We went over all the recruitment and attendance documents, how to handle the email, and more.