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2015-11-19T00:00:00.000Z

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Eisha Armstrong Tierney

Director, Analytics Products and Services

The E.W. Scripps Co.

Direct Phone: (513) ***-****       

Email: e***@***.com

The E.W. Scripps Co.

312 Walnut Street 2800 Scripps Center

Cincinnati, Ohio 45202

United States

Company Description

The E. W. Scripps Company (Scripps) is a diverse media company with interests in newspaper publishing, television and licensing and syndication. All of its media businesses provide content and advertising services via the Internet. The Company’s media bus... more

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Background Information

Employment History

Practice Leader, Finance
CEB Inc.

President
Mom Corps

Affiliations

Board Member
CELC Inc

Education

Bachelor of Arts
Economics and Women's Studies
University of Kansas

MBA
Economics and Women's Studies
University of Kansas

Web References (21 Total References)


Eisha Armstrong ...

www.celcinc.org [cached]

Eisha Armstrong


Eisha Armstrong, President, ...

www.momcorps.com [cached]

Eisha Armstrong, President, Mom Corps - Cincinnati, talks with the Cincinnati Enquirer about the trends toward flexibility in the workplace.


Eisha Armstrong, ...

www.treasuryandrisk.com [cached]

Eisha Armstrong, CEB Finance departments traditionally hired people with strong technical skills in areas like finance or treasury, said Eisha Armstrong, a senior director at CEB. "But as our businesses are becoming more complex and finance is becoming more automated, it's these builder, persuader, and strategic skills that are in most demand and where our teams tend to have the largest deficiencies."

Companies are investing more in training finance staffers, after having cut back on training during the recession, said Armstrong, pictured at right. "But I'm also seeing kind of a re-examination of 'What are the competencies that we can develop through training, and what are the ones where we have to think more creatively about how we hire, how we coach, how we do on-the-job learning?'"
For example, leadership skills take "a very, very long time to develop" if they're not innate, she said. "Certainly we're seeing CFOs revise the way they hire to look for leadership potential earlier on in someone's career."
Armstrong cautioned that hiring employees with the desired skills doesn't necessarily solve the problem if the position those employees fill isn't configured correctly.
"We still see very, very talented finance professionals coming in and perhaps being put in a role where they're still being asked to do lower-value work, still having to put out a lot of fires, so they're not getting the time to do the analysis," she said.


Eisha Armstrong, ...

www.treasuryandrisk.com [cached]

Eisha Armstrong, CEB Finance departments traditionally hired people with strong technical skills in areas like finance or treasury, said Eisha Armstrong, a senior director at CEB. "But as our businesses are becoming more complex and finance is becoming more automated, it's these builder, persuader, and strategic skills that are in most demand and where our teams tend to have the largest deficiencies."

Companies are investing more in training finance staffers, after having cut back on training during the recession, said Armstrong, pictured at right. "But I'm also seeing kind of a re-examination of 'What are the competencies that we can develop through training, and what are the ones where we have to think more creatively about how we hire, how we coach, how we do on-the-job learning?'"
For example, leadership skills take "a very, very long time to develop" if they're not innate, she said. "Certainly we're seeing CFOs revise the way they hire to look for leadership potential earlier on in someone's career."
Armstrong cautioned that hiring employees with the desired skills doesn't necessarily solve the problem if the position those employees fill isn't configured correctly.
"We still see very, very talented finance professionals coming in and perhaps being put in a role where they're still being asked to do lower-value work, still having to put out a lot of fires, so they're not getting the time to do the analysis," she said.


Eisha Armstrong, ...

www.treasuryandrisk.com [cached]

Eisha Armstrong, CEB Finance departments traditionally hired people with strong technical skills in areas like finance or treasury, said Eisha Armstrong, a senior director at CEB. "But as our businesses are becoming more complex and finance is becoming more automated, it's these builder, persuader, and strategic skills that are in most demand and where our teams tend to have the largest deficiencies."

Companies are investing more in training finance staffers, after having cut back on training during the recession, said Armstrong, pictured at right. "But I'm also seeing kind of a re-examination of 'What are the competencies that we can develop through training, and what are the ones where we have to think more creatively about how we hire, how we coach, how we do on-the-job learning?'"
For example, leadership skills take "a very, very long time to develop" if they're not innate, she said. "Certainly we're seeing CFOs revise the way they hire to look for leadership potential earlier on in someone's career."
Armstrong cautioned that hiring employees with the desired skills doesn't necessarily solve the problem if the position those employees fill isn't configured correctly.
"We still see very, very talented finance professionals coming in and perhaps being put in a role where they're still being asked to do lower-value work, still having to put out a lot of fires, so they're not getting the time to do the analysis," she said.

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