Candace Todt
Senior Talent Acquisition Lead, North America Bayer
Candace Todt serves as the Senior Manager, North America within Talent Acquisition. She leads the modernization of Talent Acquisition processes, driving adoption, accelerating implementation, and standardizing execution across the organization. Candace oversees early talent hiring strategies, cultivates university partnerships, and manages event-driven talent engagement initiatives. She has implemented a purposeful and measurable approach to early talent pipeline development as well as impactful engagement for candidates of all levels at recruitment events. Her leadership has resulted in scalable recruitment marketing and messaging practices, enhancing candidate experience and ensuring brand consistency across teams.
Seminars
- How can a global life sciences organization transform its TA function to become more agile, efficient, and skills‑focused in an increasingly complex hiring landscape?
- Explore how Bayer is redesigning its TA operating model using Dynamic Shared Ownership, running 90‑day agile cycles, integrating retros for continuous iteration, mapping the full candidate communication journey, and activating a company‑wide skills marketplace to accelerate upskilling and cross‑functional capability building
- See how this new approach is streamlining processes, improving prioritization, increasing operational clarity, strengthening identification of skills gaps, and enabling more targeted investment in development, laying the foundation for stronger efficiency, higher-quality hiring, and long‑term organizational impact
This interactive Q&A explores what it takes to move TA from a reactive, transactional function to a proactive, skills-led strategic partner, examining both the operating model redesign, the competency, and roadmap approaches covered in the Discover sessions. Participants will examine the practical choices that determine whether TA transformation delivers lasting business impact.
- What operating model principles most reliably deliver greater TA agility and quality, and what are the trade-offs?
- How do you build a TA competency model that business stakeholders actually trust and use?
- What does a credible five-year TA strategic roadmap look like, and how do you maintain momentum?
- Which metrics most accurately capture whether TA is genuinely operating as a strategic business partner?
