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The CMO of People

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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 Ca