How a Talent Director Makes a Difference at iMentor

How a Talent Director Makes a Difference at iMentor Photo
Kim leading a strategy session

For many fast-paced nonprofit organizations focused on delivering high-impact programs and services, staff development and hiring can become an afterthought. Not so at iMentor, a national organization that leverages the power of mentoring to help youth in low-income communities graduate high school college-ready and succeed in college.

In early 2009, faced with the additional challenges and responsibilities of an aggressive five-year growth plan, iMentor’s executive leadership decided it was critical to create a new position and hire a Managing Director of Talent.

“We felt very strongly that our people are our program. We knew that bringing someone who could focus on this at a leadership level was going to be one of the most important factors in our success, ” says Caroline Kim Oh, President of iMentor, who along with iMentor CEO Mike O’Brien, led the team to hire the talent director.

Oh explains that iMentor was looking for someone who could complement and grow beyond the role of a traditional human resources officer and help the organization shape strategy, manage teams and build employer brand awareness.

“We needed someone who could inspire and get people excited. We wanted a collaborator and a dynamic leader to help build and innovative talent function, serve as an internal consultant to our managers and as well as someone people felt comfortable coming to talk to.” says Oh.

Through a partnership with Commongood Careers, Oh says they found that person in Kim Hendler, who was hired in June 2009 as iMentor’s Managing Director of Talent. While her responsibilities include hiring, developing, evaluating, and retaining iMentor’s team, and managing her own team of three talent managers, Hendler says she has no typical workday.

“In addition to developing talent strategy for the organization or updating policies, my day might include conducting interviews, running meetings with managers and senior leadership, doing one on one coaching, or helping someone get feedback from a supervisor.”

During Hendler’s tenure, iMentor has grown from 20 to 80 staff and is on track to reach a goal of 100 employees by 2013. Recently, Hendler secured grant funding to train and develop high performing and high potential staff interested in building leadership and management skills, a program called iLead.

“While we’ve had some great successes in hiring talented managers both internally and externally, we need to work harder to prepare employees for a management role. We also want to ensure our best talent report to managers who are prepared to foster and retain them. And, we’d like to shorten the time it takes for us to hire for management roles,” says Hendler.

For organizations considering hiring a director of talent, Hendler stresses the need to have focus, quality and consistency in staff development. : “If you know that you are going to be growing quickly, you need to ask yourself, ‘Who is focused on developing an internal culture of developing your staff, your most important asset?’ iMentor was at tipping point of growth and we wanted to be ready.”


Written by Maria Peralta for Commongood Careers.