The CMO of People: Manage Employees Like Customers with an Immersive Predictable Experience that Drives Productivity and Performance

The CMO of People: Manage Employees Like Customers with an Immersive Predictable Experience that Drives Productivity and Performance

by Peter Navin, David Creelman

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Overview

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/  

Product Details

ISBN-13: 9781547416639
Publisher: De G Press
Publication date: 10/22/2018
Pages: 266
Product dimensions: 6.10(w) x 9.06(h) x (d)
Age Range: 18 Years

About the Author

Peter Navin, CHRO, Grand Rounds, Inc., San Francisco, USA; David Creelman, CEO, Creelman Research, Toronto, Canada

Table of Contents

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 A163

Index — 239

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