The CMO of People
Manage Employees Like Customers with an Immersive Predictable Experience that Drives Productivity and Performance
1st Edition
Will be published approx. on 22. October 2018
Book
Paperback/Softback
XX, 246 pages
978-1-5474-1663-9 (ISBN)
Description
Instead of thinking of Human Resources as a kind of upgraded personnel department it can be thought of as an analogue to marketing. Just as the Chief Marketing Officer curates an experience to get the best lifetime value from customers, the head of HR can curate an experience to get the best lifetime value from employees. This book explores this new model and titles its leader as "The CMO of People." This new title encapsulates a business focused people function that has learned from the proven tools of the marketing function. The CMO of People creates a predictable and immersive employee experience that drives productivity and performance. In this pathbreaking book, Peter Navin and David Creelman discuss How to create a predictable and immersive end-to-end experience for employees How a CMO of People can overcome barriers and drive performance Why we need to structure the HR department differently How to find unconventional people to staff this unconventional model For a review of the book on the HR Bartender blog click here: https://www.hrbartender.com/2019/career-development/human-resources-future-skills/
Reviews / Votes
"Peter and David have done a marvelous job showing that managing people has many parallels to managing customers. The Chief HR Officer (CHRO) and the Chief Marketing Office (CMO) have much to learn from each other. This work reinforces that HR is not about HR, but about delivering business impact. Their work offers many insightful ideas and useful tools for better managing people, a vital part of the HR agenda for future business success." -Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan; Partner, The RBL GroupMore details
Language
English
Place of publication
Boston
United States
Target group
Professional and scholarly
US School Grade: College Graduate Student
Product notice
Klappenbroschur
Illustrations
15 b/w ill.
Dimensions
Height: 23 cm
Width: 15.5 cm
Weight
460 gr
ISBN-13
978-1-5474-1663-9 (9781547416639)
Schweitzer Classification
Other editions
Additional editions
Peter Navin | David Creelman
The CMO of People
Manage Employees Like Customers with an Immersive Predictable Experience that Drives Productivity and Performance
E-Book
10/2018
1st Edition
De Gruyter
€34.95
Available for download
Peter Navin | David Creelman
The CMO of People
Manage Employees Like Customers with an Immersive Predictable Experience that Drives Productivity and Performance
E-Book
10/2018
1st Edition
De Gruyter
€34.95
Available for download
Persons
Peter Navin, CHRO, Grand Rounds, Inc., San Francisco, USA; David Creelman, CEO, Creelman Research, Toronto, Canada
Content
Chapter 1: What Is a "CMO of People"? 1 Being Serious about the Concept of Brand 4 The Link from Employee Experience to Productivity and Performance 5 Not Rocket Science 5 What Kind of Person Becomes a CMO of People? 6 The Role of the CEO 7 Ideas to Watch for 8 What Can You Do Today? 9 Chapter 2: Impacting the Business as a CMO of People 11 What Impact Can an Elevated HR Function Deliver? 11 How a CMO of People Handled the 2008 Downturn 13 The Opportunity in a Nutshell 13 What Can You Do Today? 14 Fundamentals of the CMO of People Model 14 1. Understanding of the Brand 14 2. Range of Functions that Are Included in the HR Organization 15 3. Criteria for Success (Deciding What Not to Do) 16 What Can You Do Today? 17 Putting a Dollar Figure on the CMO of People's Impact 17 How This Dollar Amount Changes How the Board Sees the Top HR Role 18 What Leaders from Outside HR Say about Its Impact 18 Collaboration as an Action, Not a Value 18 What Can You Do Today? 19 Priorities of a New CMO of People 19 What Can You Do Today? 21 Stories that Tell the Tale 21 Services-Focused HR: The Millions that Didn't Matter 21 Niceness-Focused HR: Free Cookie Day 22 What Can You Do Today? 22 The CMO of People Organization Chart 23 Notable Features of the Organizational Design 23 What Can You Do Today? 24 Examples of How the CMO of People Drives High Performance 24 A Shift from a U.S.-centric to a Global Business at DocuSign 24 Managing Explosive Growth Required Discipline, But Not Genius 26 What Can You Do Today? 26 The Product Approach to HR Deliverables 27 Applying Product Thinking to Office Design 27 Applying Product Thinking to Town Hall Meetings 28 What Can You Do Today? 30 Challenges of Bringing the CMO of People Model to an Organization 30 Why DocuSign and Shutterfly Embarked on This Journey 30 How Other Managers Reacted 31 The Need to Elevate Collaboration 31 What I Did Wrong 32 What I Did Right 32 What Can You Do Today? 33 Takeaways 33 Chapter 3: How a CMO of People Designs the End-to-End Employee Experience 35 Why the End-to-End Concept Is So Useful for the CMO of People 35 Organizing Principles 35 Why It's a Competitive Weapon 36 What Can You Do Today? 37 How to Map the Employee Experience 37 Design Perspective 39 What Can You Do Today? 39 The Importance of "Predictable" and "Immersive" 39 A Predictable Experience 39 An Immersive Experience 40 Isn't This Pretty Basic Stuff? 40 What Can You Do Today? 41 How to Create the Discipline Needed to Make the End-to-End Experience a Reality 41 The Concept Is Straightforward; Why Don't All Companies Apply It? 41 Ongoing Corralling of Executives 41 A Rolling 18-Month Strategy 42 What Can You Do Today? 44 How to Create a Brand Book 44 What Can You Do Today? 45 How to Design the Job of Employee Brand Director 45 Creating the Role of Employee Brand Director 45 Issues an Employee Brand Director Might Consider 45 What Can You Do Today? 46 The Concept of Sustainable Foundations 46 Sustaining Rather Than Launching 47 What Can You Do Today? 48 Doing It Right the First Time versus Iterating Forward 48 Things to Get Right the First Time 48 Where to Iterate Your Way Forward 49 What Can You Do Today? 50 Making It Happen 50 What Can You Do Today? 50 Outside Perspective: Gregg Gordon 51 Takeaways 52 Chapter 4: New Points of Leverage 53 A Non-Traditional View of HR Leverage 53 Pragmatism over Sophistication 53 What Can You Do Today? 54 Using the Relationship with the CMO to Get Results 54 Using the Leverage that Comes from a Strong Relationship 55 Not Everyone Buys into This Model 55 How to Build the Collaborative Relationship 55 Where Do Companies Go Wrong on the Employment Brand? 56 Can the CMO of People Go Too Far? 56 What Can You Do Today? 57 Using the Relationship with the CFO as a Lever 57 What Can You Do Today? 58 Using Real Estate and Workplace Services as a Lever to Enhance the Employee Experience 59 Challenges to Using this Source of Leverage 60 Design Perspective 60 What Can You Do Today? 61 How CSR Strengthens an Immersive Experience 61 Employee-Centered CSR 61 Integrating CSR with Sales and Marketing 62 Drawing Lessons from the Philosophy Behind These Initiatives 63 What Can You Do Today? 63 Lessons in Elevating the HR Function 63 What Can You Do Today? 64 Takeaways 64 Chapter 5: Why Analytics Comes First 67 Why Analytics Comes is a Priority 67 How to Get Started on Analytics in a Growth Company 68 Pointing the Analytics Team in the Right Direction 68 Test and Iterate 69 Design Perspective 69 What Can You Do Today? 70 An Analytics Dashboard 70 How We Used the Dashboard 77 Going from the Initial Dashboard to a More Advanced Version 77 What Can You Do Today? 78 Top-of-Funnel Analytics for Talent Acquisition 78 Strategic Question 1: How Can I Prevent Bottlenecks in the Hiring Process? 78 Strategic Question 2: How Can I Increase the Efficiency of the Hiring Process? 79 Strategic Question 3: How Quickly Is the Sales Team Ramping Up Sales? 79 What Can You Do Today? 79 Lifecycle Analytics for Brand and a Predictive, Immersive Experience 80 Other Metrics Used to Assess the Employee Experience 81 Marketing Parallels 83 Frequency 83 An Illustration 83 What Can You Do Today? 84 Lifecycle Analytics for Corporate Social Responsibility 84 What Can You Do Today? 85 Lifecycle Analytics for Real Estate and Workplace Services 85 Workplace Services 85 Real Estate 86 Measuring Results 87 What Can You Do Today? 87 Business Impact Analytics about Impact, Efficiency, and ROI 88 The Impact of HR Work 88 The Efficiency of Your Team 89 Overall ROI of a Project 89 What Can You Do Today? 90 Outside Perspective: David Green 90 A Culture of Analytics 90 How to Hire Data-Savvy HR Pros 91 Ensuring People Analytics Has an Impact 91 Takeaways 92 Chapter 6: Case Study on a Mosaic of Measures 93 Guiding the Strategic Conversation on Talent 93 Starting with the End in Mind 94 Setting the Stage 94 A Model of the Constraints on Hiring 96 Jumping to the Conclusion 97 Drilling Down on Capacity 98 Drilling Down on Volume 99 Drilling Down on Time 101 What You Can Learn from This Presentation 103 Takeaways 103 Chapter 7: How We Handled HR Technology and Processes 105 Why HR Technology Is a High Priority 105 What Happens When Technology Is Prioritized 106 Implications for Choosing Technology 106 Yet in the End It's Not About Technology, It's About Outcomes 107 Design Perspective 107 What Can You Do Today? 107 How Technology Fits with HR Analytics 108 The Link Between Technology and Analytics 108 Powerful Questions, Before Powerful Tools 110 Low Tech, Big Impact 110 What Can You Do Today? 110 Examples of How We Built an HR Technology Infrastructure 111 But It's Not Always That Clean 112 What Can You Do Today? 112 Takeaways 112 Chapter 8: Unconventional HR Leaders and the Role of the CEO 115 Why Your Company Might Want an Unconventional CHRO 115 Do CEOs Know What They Want? 116 What Can You Do Today? 116 How to Convince a Non-HR Professional to Lead HR 116 What It's Like to Be CHRO for Someone with a Non-Traditional Background 117 What Type of Experience Makes for a Good Non-Traditional CHRO? 118 What Can You Do Today? 118 Is the CMO of People Role Right for You? 119 Do the views of Baldassari and Reses resonate with you? 119 What Can You Do Today? 120 How to Grow HR Leaders Who Understand Business 120 Hiring HR Professionals Who Can Grow into Business-Savvy Leaders 121 Formative Developmental Experiences 121 The Right Expectations 122 What Can You Do Today? 122 How It Can All Go Wrong 123 The Need to Respect the HR Profession 123 The CXO Delusion 124 What Can You Do Today? 124 A Method for Mitigating Risk 125 Why "Test-and-Learn" Isn't a Normal Thing to Do 127 Why Make a Commitment to Doing These Difficult Things? 127 What Can You Do Today? 128 What Should a CEO Ask of HR? 128 What Can You Do Today? 129 8.8 How the CEO Contributes to the CMO of People's Success 130 What Can You Do Today? 130 Takeaways 130 Chapter 9: How to Build an Unconventional HR Team 133 Choosing an Unconventional Team 133 The Three Top Skills to Look for in Unconventional HR Staff 133 Three Other Skills I Value in an HR Team 134 Design Perspective 135 What Can You Do Today? 135 Attributes of Unconventional HR Professionals and Where to Find Them 135 Unconventional Recruiters 135 Unconventional Learning and Development Experts 136 Unconventional Compensation and Benefits Pros 136 Unconventional HR Business Partners 137 Unconventional Strategic Real Estate People 137 Unconventional Analytics Specialists 138 Unconventional Employment Brand People 138 What Can You Do Today? 139 Overcoming Barriers to Recruiting an Unconventional Team 139 What Can You Do Today? 140 Building Instead of Buying an Unconventional Team 141 What Can You Do Today? 141 Takeaways 141 Chapter 10: Contrasting Models for the Future of HR 143 Contrasting Models for the Future of HR 143 A Quick Review of the CMO of People Model 143 What Can You Do Today? 144 Blow Up HR 144 Peter Cappelli's View on Blowing Up HR 144 Ram Charan's View 145 Comparison to the CMO of People Model 145 What Can You Do Today? 145 HR from the Outside In 146 What Can You Do Today? 147 Beyond HR 147 What Can You Do Today? 148 CHREATE 148 What Can You Do Today? 150 Lead the Work: Navigating a World Beyond Employment 151 What Can You Do Today? 152 Synthesizing the Models 152 The First Common Element: Elevating the Function 152 The Second Common Element: Business Focus 153 What Can You Do Today? 153 Outside Perspective: Dan Schawbel 154 Top Trends for the New Generation of Workers 154 Bewilderment or Irrelevance? 155 How a Business-Focused Framework Brings Relevance 155 Takeaways 156 Chapter 11: Conclusions 157 Summarizing the Pivotal Ideas 157 What Can You Do Today? 160 Four Ways to Move Things Forward 160 Find Some Allies 160 Engage the CEO 160 Start Hiring the Skills You Need 160 Get a Highlighter and Review the "What Can You Do Today?" Sections 161 What Can You Do Today? 161 How These Ideas Will Unfold in the Marketplace 161 What Can You Do Today? 162 Closing Advice 162 What Can You Do Today? 162 Appendix A 163 Index 239