Peter Navin, David Creelman

The CMO of People

Manage Employees Like Customers

• Broschiertes Buch

Produktbeschreibung

The extremely positive response to the first edition of The CMO of People from both practitioners and educators spoke of the value of fresh ideas along with specific steps on how to execute them. This second edition of Peter Navin and David Creelman's pathbreaking book, with new sections including industry leaders' insights from Nike, UKG, and DocuSign, corroborates the approach that sees the CMO of People as a business focused people function that utilizes the proven tools of the marketing function and creates a predictable and immersive employee experience that drives productivity and performance.

If the human resources function in your talent-centric organization is not bringing the excitement and business impact it should, you need a new mental model that approaches getting the best from people with the same mindset marketing uses to get the best results with customers. Just as the Chief Marketing Officer curates an experience to get the best lifetime value from customers, the head of HR, the CMO of People, can curate an experience to get the best lifetime value from employees.

This unique book discusses:

What it takes to change the character and intensity of an organization

How to run HR so that it has impact

Why we need to structure the HR department differently

How to find unconventional people to staff this unconventional model

How to create a predictable and immersive end-to-end experience for employees

How a CMO of People can overcome barriers and drive performance

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Produktdetails

• Verlag: De Gruyter
• 2. Aufl.
• Seitenzahl: 282
• Erscheinungstermin: 22. November 2021
• Englisch
• Abmessung: 230mm x 155mm x 18mm
• Gewicht: 407g
• ISBN-13: 9783110752960
• ISBN-10: 3110752964
• Artikelnr.: 61620735

Autorenporträt

Peter Navin is a proven human resources executive and business advisor. His expertise is in high growth, multi-product, public and pre-IPO organizations applied across industries including e-commerce, entertainment software, healthcare, financial services, on-line marketplaces, sports management, and venture capital. Partnering with leadership teams, Peter has been instrumental in architecting several award-winning, high performing cultures. David Creelman is CEO of Creelman Research. He's well-known for his research and writing on management. He's had the privilege of working with think tanks around the world including the Workforce Institute (Boston), CRF (London), Talent Tech Labs (New York), and Works Institute (Tokyo). For other thoughts on management from Mr. Creelman check out Management for Scientists and Engineers: Why managing is still hard & if it will get better (Creelman Research Inc., 2021).

Inhaltsangabe

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

Rezensionen

"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