The CMO of People
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"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 Group
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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
