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by David Creelman, Peter Navin
The CMO of People
Cover
Title Page
Copyright
Dedication
About De|G PRESS
Acknowledgments
Contents
Preface
Chapter 1: What Is a “CMO of People”?
Being Serious about the Concept of Brand
The Link from Employee Experience to Productivity and Performance
Not Rocket Science
What Kind of Person Becomes a CMO of People?
The Role of the CEO
Ideas to Watch for
What Can You Do Today?
Chapter 2: Impacting the Business as a CMO of People
What Impact Can an Elevated HR Function Deliver?
How a CMO of People Handled the 2008 Downturn
The Opportunity in a Nutshell
What Can You Do Today?
Fundamentals of the CMO of People Model
Understanding of the Brand
Range of Functions that Are Included in the HR Organization
Criteria for Success (Deciding What Not to Do)
What Can You Do Today?
Putting a Dollar Figure on the CMO of People’s Impact
How This Dollar Amount Changes How the Board Sees the Top HR Role
What Leaders from Outside HR Say about Its Impact
Collaboration as an Action, Not a Value
What Can You Do Today?
Priorities of a New CMO of People
What Can You Do Today?
Stories that Tell the Tale
Services-Focused HR: The Millions that Didn’t Matter
Niceness-Focused HR: Free Cookie Day
What Can You Do Today?
The CMO of People Organization Chart
Notable Features of the Organizational Design
What Can You Do Today?
Examples of How the CMO of People Drives High Performance
A Shift from a U.S.-centric to a Global Business at DocuSign
Managing Explosive Growth Required Discipline, But Not Genius
What Can You Do Today?
The Product Approach to HR Deliverables
Applying Product Thinking to Office Design
Applying Product Thinking to Town Hall Meetings
What Can You Do Today?
Challenges of Bringing the CMO of People Model to an Organization
Why DocuSign and Shutterfly Embarked on This Journey
How Other Managers Reacted
The Need to Elevate Collaboration
What I Did Wrong
What I Did Right
What Can You Do Today?
Takeaways
Chapter 3: How a CMO of People Designs the End-to-End Employee Experience
Why the End-to-End Concept Is So Useful for the CMO of People
Organizing Principles
Why It’s a Competitive Weapon
What Can You Do Today?
How to Map the Employee Experience
Design Perspective
What Can You Do Today?
The Importance of “Predictable” and “Immersive”
A Predictable Experience
An Immersive Experience
Isn’t This Pretty Basic Stuff?
What Can You Do Today?
How to Create the Discipline Needed to Make the End-to-End Experience a Reality
The Concept Is Straightforward; Why Don’t All Companies Apply It?
Ongoing Corralling of Executives
A Rolling 18-Month Strategy
What Can You Do Today?
How to Create a Brand Book
What Can You Do Today?
How to Design the Job of Employee Brand Director
Creating the Role of Employee Brand Director
Issues an Employee Brand Director Might Consider
What Can You Do Today?
The Concept of Sustainable Foundations
Sustaining Rather Than Launching
What Can You Do Today?
Doing It Right the First Time versus Iterating Forward
Things to Get Right the First Time
Where to Iterate Your Way Forward
What Can You Do Today?
Making It Happen
What Can You Do Today?
Outside Perspective: Gregg Gordon
Takeaways
Chapter 4: New Points of Leverage
A Non-Traditional View of HR Leverage
Pragmatism over Sophistication
What Can You Do Today?
Using the Relationship with the CMO to Get Results
Using the Leverage that Comes from a Strong Relationship
Not Everyone Buys into This Model
How to Build the Collaborative Relationship
Where Do Companies Go Wrong on the Employment Brand?
Can the CMO of People Go Too Far?
What Can You Do Today?
Using the Relationship with the CFO as a Lever
What Can You Do Today?
Using Real Estate and Workplace Services as a Lever to Enhance the Employee Experience
Challenges to Using this Source of Leverage
Design Perspective
What Can You Do Today?
How CSR Strengthens an Immersive Experience
Employee-Centered CSR
Integrating CSR with Sales and Marketing
Drawing Lessons from the Philosophy Behind These Initiatives
What Can You Do Today?
Lessons in Elevating the HR Function
What Can You Do Today?
Takeaways
Chapter 5: Why Analytics Comes First
Why Analytics Is a Priority
How to Get Started on Analytics in a Growth Company
Pointing the Analytics Team in the Right Direction
Test and Iterate
Design Perspective
What Can You Do Today?
An Analytics Dashboard
How We Used the Dashboard
Going from the Initial Dashboard to a More Advanced Version
What Can You Do Today?
Top-of-Funnel Analytics for Talent Acquisition
Strategic Question 1: How Can I Prevent Bottlenecks in the Hiring Process?
Strategic Question 2: How Can I Increase the Efficiency of the Hiring Process?
Strategic Question 3: How Quickly Is the Sales Team Ramping Up Sales?
What Can You Do Today?
Lifecycle Analytics for Brand and a Predictive, Immersive Experience
Other Metrics Used to Assess the Employee Experience
Marketing Parallels
Frequency
An Illustration
What Can You Do Today?
Lifecycle Analytics for Corporate Social Responsibility
What Can You Do Today?
Lifecycle Analytics for Real Estate and Workplace Services
Workplace Services
Real Estate
Measuring Results
What Can You Do Today?
Business Impact Analytics about Impact, Efficiency, and ROI
The Impact of HR Work
The Efficiency of Your Team
Overall ROI of a Project
What Can You Do Today?
Outside Perspective: David Green
A Culture of Analytics
How to Hire Data-Savvy HR Pros
Ensuring People Analytics Has an Impact
Takeaways
Chapter 6: Case Study on a Mosaic of Measures
Guiding the Strategic Conversation on Talent
Starting with the End in Mind
Setting the Stage
A Model of the Constraints on Hiring
Jumping to the Conclusion
Drilling Down on Capacity
Drilling Down on Volume
Drilling Down on Time
What You Can Learn from This Presentation
Takeaways
Chapter 7: How We Handled HR Technology and Processes
Why HR Technology Is a High Priority
What Happens When Technology Is Prioritized
Implications for Choosing Technology
Yet in the End It’s Not About Technology, It’s About Outcomes
Design Perspective
What Can You Do Today?
How Technology Fits with HR Analytics
The Link Between Technology and Analytics
Powerful Questions, Before Powerful Tools
Low Tech, Big Impact
What Can You Do Today?
Examples of How We Built an HR Technology Infrastructure
But It’s Not Always That Clean
What Can You Do Today?
Takeaways
Chapter 8: Unconventional HR Leaders and the Role of the CEO
Why Your Company Might Want an Unconventional CHRO
Do CEOs Know What They Want?
What Can You Do Today?
How to Convince a Non-HR Professional to Lead HR
What It’s Like to Be CHRO for Someone with a Non-Traditional Background
What Type of Experience Makes for a Good Non-Traditional CHRO?
What Can You Do Today?
Is the CMO of People Role Right for You?
Do the Views of Balsassari and Reses Resonate with You?
What Can You Do Today?
How to Grow HR Leaders Who Understand Business
Hiring HR Professionals Who Can Grow into Business-Savvy Leaders
Formative Developmental Experiences
The Right Expectations
What Can You Do Today?
How It Can All Go Wrong
The Need to Respect the HR Profession
The CXO Delusion
What Can You Do Today?
A Method for Mitigating Risk
Why “Test-and-Learn” Isn’t a Normal Thing to Do
Why Make a Commitment to Doing These Difficult Things?
What Can You Do Today?
What Should a CEO Ask of HR?
What Can You Do Today?
How the CEO Contributes to the CMO of People’s Success
What Can You Do Today?
Takeaways
Chapter 9: How to Build an Unconventional HR Team
Choosing an Unconventional Team
The Three Top Skills to Look for in Unconventional HR Staff
Three Other Skills I Value in an HR Team
Design Perspective
What Can You Do Today?
Attributes of Unconventional HR Professionals and Where to Find Them
Unconventional Recruiters
Unconventional Learning and Development Experts
Unconventional Compensation and Benefits Pros
Unconventional HR Business Partners
Unconventional Strategic Real Estate People
Unconventional Analytics Specialists
Unconventional Employment Brand People
What Can You Do Today?
Overcoming Barriers to Recruiting an Unconventional Team
What Can You Do Today?
Building Instead of Buying an Unconventional Team
What Can You Do Today?
Takeaways
Chapter 10: Contrasting Models for the Future of HR
Contrasting Models for the Future of HR
A Quick Review of the CMO of People Model
What Can You Do Today?
Blow Up HR
Peter Cappelli’s View on Blowing Up HR
Ram Charan’s View
Comparison to the CMO of People Model
What Can You Do Today?
HR from the Outside In
What Can You Do Today?
Beyond HR
What Can You Do Today?
CHREATE
What Can You Do Today?
Lead the Work: Navigating a World Beyond Employment
What Can You Do Today?
Synthesizing the Models
The First Common Element: Elevating the Function
The Second Common Element: Business Focus
What Can You Do Today?
Outside Perspective: Dan Schawbel
Top Trends for the New Generation of Workers
Bewilderment or Irrelevance?
How a Business-Focused Framework Brings Relevance
Takeaways
Chapter 11: Conclusions
Summarizing the Pivotal Ideas
What Can You Do Today?
Four Ways to Move Things Forward
Find Some Allies
Engage the CEO
Start Hiring the Skills You Need
Get a Highlighter and Review the “What Can You Do Today?” Sections
What Can You Do Today?
How These Ideas Will Unfold in the Marketplace
What Can You Do Today?
Closing Advice
What Can You Do Today?
Appendix A
Index
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