Contents
Chapter 1:What Is a “CMO of People”?
Being Serious about the Concept of Brand
The Link from Employee Experience to Productivity and Performance
What Kind of Person Becomes a CMO of People?
Chapter 2:Impacting the Business as a CMO of People
What Impact Can an Elevated HR Function Deliver?
How a CMO of People Handled the 2008 Downturn
Fundamentals of the CMO of People Model
Range of Functions that Are Included in the HR Organization
Criteria for Success (Deciding What Not to Do)
Putting a Dollar Figure on the CMO of People’s Impact
How This Dollar Amount Changes How the Board Sees the Top HR Role
What Leaders from Outside HR Say about Its Impact
Collaboration as an Action, Not a Value
Priorities of a New CMO of People
Services-Focused HR: The Millions that Didn’t Matter
Niceness-Focused HR: Free Cookie Day
The CMO of People Organization Chart
Notable Features of the Organizational Design
Examples of How the CMO of People Drives High Performance
A Shift from a U.S.-centric to a Global Business at DocuSign
Managing Explosive Growth Required Discipline, But Not Genius
The Product Approach to HR Deliverables
Applying Product Thinking to Office Design
Applying Product Thinking to Town Hall Meetings
Challenges of Bringing the CMO of People Model to an Organization
Why DocuSign and Shutterfly Embarked on This Journey
The Need to Elevate Collaboration
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”
Isn’t This Pretty Basic Stuff?
How to Create the Discipline Needed to Make the End-to-End Experience a Reality
The Concept Is Straightforward; Why Don’t All Companies Apply It?
Ongoing Corralling of Executives
How to Design the Job of Employee Brand Director
Creating the Role of Employee Brand Director
Issues an Employee Brand Director Might Consider
The Concept of Sustainable Foundations
Sustaining Rather Than Launching
Doing It Right the First Time versus Iterating Forward
Things to Get Right the First Time
Where to Iterate Your Way Forward
Outside Perspective: Gregg Gordon
Chapter 4:New Points of Leverage
A Non-Traditional View of HR Leverage
Pragmatism over Sophistication
Using the Relationship with the CMO to Get Results
Using the Leverage that Comes from a Strong Relationship
Not Everyone Buys into This Model
How to Build the Collaborative Relationship
Where Do Companies Go Wrong on the Employment Brand?
Can the CMO of People Go Too Far?
Using the Relationship with the CFO as a Lever
Using Real Estate and Workplace Services as a Lever to Enhance the Employee Experience
Challenges to Using this Source of Leverage
How CSR Strengthens an Immersive Experience
Integrating CSR with Sales and Marketing
Drawing Lessons from the Philosophy Behind These Initiatives
Lessons in Elevating the HR Function
Chapter 5:Why Analytics Comes First
How to Get Started on Analytics in a Growth Company
Pointing the Analytics Team in the Right Direction
Going from the Initial Dashboard to a More Advanced Version
Top-of-Funnel Analytics for Talent Acquisition
Strategic Question 1: How Can I Prevent Bottlenecks in the Hiring Process?
Strategic Question 2: How Can I Increase the Efficiency of the Hiring Process?
Strategic Question 3: How Quickly Is the Sales Team Ramping Up Sales?
Lifecycle Analytics for Brand and a Predictive, Immersive Experience
Other Metrics Used to Assess the Employee 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
How to Hire Data-Savvy HR Pros
Ensuring People Analytics Has an Impact
Chapter 6:Case Study on a Mosaic of Measures
Guiding the Strategic Conversation on Talent
A Model of the Constraints on Hiring
What You Can Learn from This Presentation
Chapter 7:How We Handled HR Technology and Processes
Why HR Technology Is a High Priority
What Happens When Technology Is Prioritized
Implications for Choosing Technology
Yet in the End It’s Not About Technology, It’s About Outcomes
How Technology Fits with HR Analytics
The Link Between Technology and Analytics
Powerful Questions, Before Powerful Tools
Examples of How We Built an HR Technology Infrastructure
But It’s Not Always That Clean
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
What It’s Like to Be CHRO for Someone with a Non-Traditional Background
What Type of Experience Makes for a Good Non-Traditional CHRO?
Is the CMO of People Role Right for You?
Do the Views of Balsassari and Reses Resonate with You?
How to Grow HR Leaders Who Understand Business
Hiring HR Professionals Who Can Grow into Business-Savvy Leaders
Formative Developmental Experiences
The Need to Respect the HR Profession
Why “Test-and-Learn” Isn’t a Normal Thing to Do
Why Make a Commitment to Doing These Difficult Things?
How the CEO Contributes to the CMO of People’s Success
Chapter 9:How to Build an Unconventional HR Team
Choosing an Unconventional Team
The Three Top Skills to Look for in Unconventional HR Staff
Three Other Skills I Value in an HR Team
Attributes of Unconventional HR Professionals and Where to Find Them
Unconventional Learning and Development Experts
Unconventional Compensation and Benefits Pros
Unconventional HR Business Partners
Unconventional Strategic Real Estate People
Unconventional Analytics Specialists
Unconventional Employment Brand People
Overcoming Barriers to Recruiting an Unconventional Team
Building Instead of Buying an Unconventional Team
Chapter 10:Contrasting Models for the Future of HR
Contrasting Models for the Future of HR
A Quick Review of the CMO of People Model
Peter Cappelli’s View on Blowing Up HR
Comparison to the CMO of People Model
Lead the Work: Navigating a World Beyond Employment
The First Common Element: Elevating the Function
The Second Common Element: Business Focus
Outside Perspective: Dan Schawbel
Top Trends for the New Generation of Workers
How a Business-Focused Framework Brings Relevance
Four Ways to Move Things Forward
Start Hiring the Skills You Need
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