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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


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About the Book

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/  

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 A  163 Index  239

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

Review :

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


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Product Details
  • ISBN-13: 9781547416639
  • Publisher: De Gruyter
  • Publisher Imprint: de Gruyter
  • Height: 230 mm
  • No of Pages: 266
  • Weight: 458 gr
  • ISBN-10: 1547416637
  • Publisher Date: 22 Oct 2018
  • Binding: Paperback
  • Language: English
  • Sub Title: Manage Employees Like Customers with an Immersive Predictable Experience that Drives Productivity and Performance
  • Width: 155 mm


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