- Cover
- Title Page
- Copyright
- Dedication
- About De|G PRESS
- Acknowledgments
- Contents
- Preface
- Chapter 1: What Is a “CMO of People”?
- Chapter 2: Impacting the Business as a CMO of People
- What Impact Can an Elevated HR Function Deliver?
- Fundamentals of the CMO of People Model
- Putting a Dollar Figure on the CMO of People’s Impact
- Priorities of a New CMO of People
- Stories that Tell the Tale
- The CMO of People Organization Chart
- Examples of How the CMO of People Drives High Performance
- The Product Approach to HR Deliverables
- Challenges of Bringing the CMO of People Model to an Organization
- 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
- How to Map the Employee Experience
- The Importance of “Predictable” and “Immersive”
- How to Create the Discipline Needed to Make the End-to-End Experience a Reality
- How to Create a Brand Book
- How to Design the Job of Employee Brand Director
- The Concept of Sustainable Foundations
- Doing It Right the First Time versus Iterating Forward
- Making It Happen
- Outside Perspective: Gregg Gordon
- Takeaways
- Chapter 4: New Points of Leverage
- A Non-Traditional View of HR Leverage
- Using the Relationship with the CMO to Get Results
- Using the Relationship with the CFO as a Lever
- Using Real Estate and Workplace Services as a Lever to Enhance the Employee Experience
- How CSR Strengthens an Immersive Experience
- Lessons in Elevating the HR Function
- Takeaways
- Chapter 5: Why Analytics Comes First
- Why Analytics Is a Priority
- An Analytics Dashboard
- Top-of-Funnel Analytics for Talent Acquisition
- Lifecycle Analytics for Brand and a Predictive, Immersive Experience
- Lifecycle Analytics for Corporate Social Responsibility
- Lifecycle Analytics for Real Estate and Workplace Services
- Business Impact Analytics about Impact, Efficiency, and ROI
- Outside Perspective: David Green
- Takeaways
- Chapter 6: Case Study on a Mosaic of Measures
- Chapter 7: How We Handled HR Technology and Processes
- Chapter 8: Unconventional HR Leaders and the Role of the CEO
- Why Your Company Might Want an Unconventional CHRO
- How to Convince a Non-HR Professional to Lead HR
- Is the CMO of People Role Right for You?
- How to Grow HR Leaders Who Understand Business
- How It Can All Go Wrong
- A Method for Mitigating Risk
- What Should a CEO Ask of HR?
- How the CEO Contributes to the CMO of People’s Success
- Takeaways
- Chapter 9: How to Build an Unconventional HR Team
- Chapter 10: Contrasting Models for the Future of HR
- Chapter 11: Conclusions
- Tools 1, 2, 3, 4, 5, 6, 7, 8, 9
- – core 1, 2
- Top leadership team 1
- Top leadership team cares 1
- Top management 1
- Top of funnel 1, 2
- Top of mind 1, 2, 3, 4, 5
- Top team 1, 2, 3, 4, 5
- Top-of-funnel analytics 1
- Touchpoints 1, 2, 3, 4, 5, 6
- Track 1, 2, 3, 4, 5, 6, 7, 8
- Training 1, 2, 3, 4, 5, 6, 7, 8, 9
- Transactions 1, 2, 3
- Transition 1, 2, 3
- Trends 1, 2, 3, 4, 5
- Trust 1, 2, 3, 4, 5
- Truth 1, 2, 3
- U
- Unconventional leaders 1, 2
- Unconventional places 1
- Unconventional role 1
- Unconventional talent 1
- Unconventional team 1, 2, 3, 4
- Understand business 1
- Users 1, 2
- V
- Vacancies 1, 2, 3, 4
- Value 1, 2, 3, 4, 5, 6, 7, 8, 9
- Value proposition 1, 2
- Values and employment brand work 1
- Vision 1, 2, 3, 4, 5, 6, 7, 8, 9
- – clear 1
- Visioning exercise 1
- Volume 1, 2
- W, X, Y, Z
- Willingness 1, 2, 3, 4
- Workers 1, 2, 3, 4, 5
- Workforce 1, 2, 3, 4
- Workforce planning 1
- Workplace 1, 2, 3, 4, 5, 6, 7
- Workplace services 1, 2, 3, 4, 5
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