By: Jessica Caldwell, Community Relations Specialist at MassTLC
Having a leader with a vision of
what their company culture should be is a fantastic starting point, but there
aren’t enough hours in the day to run a business and follow through on all of
the details that inspire people to work hard for the company. Often the job of
turning that vision into reality is left up to the Chief People Officer or the
VP’s of HR.
what their company culture should be is a fantastic starting point, but there
aren’t enough hours in the day to run a business and follow through on all of
the details that inspire people to work hard for the company. Often the job of
turning that vision into reality is left up to the Chief People Officer or the
VP’s of HR.
CPOs joined us at our Talent
Summmit to tell us how they manage to get sh*t done. Our panel was comprised of
Christina Luconi, CPO of Rapid7, David Almeda, CPO of Kronos, Lawler Kang, CPO
of Rue La La and Dena Upton, VP of People and Talent for LogMeIn.
Summmit to tell us how they manage to get sh*t done. Our panel was comprised of
Christina Luconi, CPO of Rapid7, David Almeda, CPO of Kronos, Lawler Kang, CPO
of Rue La La and Dena Upton, VP of People and Talent for LogMeIn.
So, how are these successful CPOs
building a great place to work? In one word; differentiation. It seems like a
no-brainer, that creating a workplace that is truly different would cultivate
internal loyalty and therefore a successful culture. However, talking about
differentiation and truly practicing and implementing a differentiated
environment are very different.
building a great place to work? In one word; differentiation. It seems like a
no-brainer, that creating a workplace that is truly different would cultivate
internal loyalty and therefore a successful culture. However, talking about
differentiation and truly practicing and implementing a differentiated
environment are very different.
It all start with engagement. A
company’s mission, vision and values are not just words but should be
unequivocally practiced and preached throughout your organization. From the
ground floor to the C-suite it is paramount for every person in the company to
believe in your vision. Once you have engaged all of your internal employees
they become ambassadors of your brand, it strengthens the internal team
dichotomy. Running a company and a successful culture is a team sport, taking
the time to get everyone involved only increases your chances for the
proverbial win.
company’s mission, vision and values are not just words but should be
unequivocally practiced and preached throughout your organization. From the
ground floor to the C-suite it is paramount for every person in the company to
believe in your vision. Once you have engaged all of your internal employees
they become ambassadors of your brand, it strengthens the internal team
dichotomy. Running a company and a successful culture is a team sport, taking
the time to get everyone involved only increases your chances for the
proverbial win.
In multinational companies, there
is always that large middle layer of employees. How do you hold them
accountable and get them engaged? HR technologies allow you to put systems in
place and provide that pulse for the company. Development is the driving force
behind engagement and managers need to be responsible for engaging their people.
You can implement an incentive program for your managers, much like a sales
team. Evaluate them based on certain touch points and checkpoints to make sure
no one is getting lost in the middle.
is always that large middle layer of employees. How do you hold them
accountable and get them engaged? HR technologies allow you to put systems in
place and provide that pulse for the company. Development is the driving force
behind engagement and managers need to be responsible for engaging their people.
You can implement an incentive program for your managers, much like a sales
team. Evaluate them based on certain touch points and checkpoints to make sure
no one is getting lost in the middle.
Now that Millennials have begun
making their mark on the workforce, companies have to engage with multiple
generations in the workplace. Does there need to be a balance hiring for
culture fit versus diversity? Many of our CPOs believe that their target
characteristics are blind to age, race, pedigree, etc. They are not looking for
things that factor into diversity, but are always opening up their talent pool
and building a culture for all thoughts to be welcomed. Everyone’s voice needs
to be part of the solution. As a company, you need to be genuine and you need
to make all employees feel as though you really care about them. An open flow
of communication between employees and constant feedback will lead to success.
making their mark on the workforce, companies have to engage with multiple
generations in the workplace. Does there need to be a balance hiring for
culture fit versus diversity? Many of our CPOs believe that their target
characteristics are blind to age, race, pedigree, etc. They are not looking for
things that factor into diversity, but are always opening up their talent pool
and building a culture for all thoughts to be welcomed. Everyone’s voice needs
to be part of the solution. As a company, you need to be genuine and you need
to make all employees feel as though you really care about them. An open flow
of communication between employees and constant feedback will lead to success.
In order to be a great HR
professional, you need to know all of the business functions well. You need to
be engaged and passionate about what the company is doing. Authenticity and
conversational leadership are also a must.
professional, you need to know all of the business functions well. You need to
be engaged and passionate about what the company is doing. Authenticity and
conversational leadership are also a must.
How do you start to build a great
place to work? It is paramount that HR professionals recognize this paradigm
shift that the work force is expecting with companies. Companies need to sell
themselves to their employees to get them to buy into their vision and
therefore their culture. You need to actively listen to your employees with
authentic grassroots efforts. What do they want or need to excel? It is also
important to use evidence based HR. In the past HR operated in reaction to
trends in the market. With the new prevalence of HR analytics and data tools;
internal HR personnel have never had more power to forecast those trends and be
proactive in building and shifting the internal environment and policies and no
longer being reactionary.
place to work? It is paramount that HR professionals recognize this paradigm
shift that the work force is expecting with companies. Companies need to sell
themselves to their employees to get them to buy into their vision and
therefore their culture. You need to actively listen to your employees with
authentic grassroots efforts. What do they want or need to excel? It is also
important to use evidence based HR. In the past HR operated in reaction to
trends in the market. With the new prevalence of HR analytics and data tools;
internal HR personnel have never had more power to forecast those trends and be
proactive in building and shifting the internal environment and policies and no
longer being reactionary.
It is obvious that HR is seeing a
major shift from benefit management to culture creation. Creating that
differentiated work place with a great culture and great people, who believe in
your mission is ultimately the factor that helps get sh*t done.
major shift from benefit management to culture creation. Creating that
differentiated work place with a great culture and great people, who believe in
your mission is ultimately the factor that helps get sh*t done.
