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The CMO of People

Book Description

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

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright
  4. Dedication
  5. About De|G PRESS
  6. Acknowledgments
  7. Contents
  8. Preface
  9. Chapter 1: What Is a “CMO of People”?
    1. Being Serious about the Concept of Brand
    2. The Link from Employee Experience to Productivity and Performance
    3. Not Rocket Science
    4. What Kind of Person Becomes a CMO of People?
    5. The Role of the CEO
    6. Ideas to Watch for
    7. What Can You Do Today?
  10. Chapter 2: Impacting the Business as a CMO of People
    1. What Impact Can an Elevated HR Function Deliver?
      1. How a CMO of People Handled the 2008 Downturn
      2. The Opportunity in a Nutshell
      3. What Can You Do Today?
    2. Fundamentals of the CMO of People Model
      1. Understanding of the Brand
      2. Range of Functions that Are Included in the HR Organization
      3. Criteria for Success (Deciding What Not to Do)
      4. What Can You Do Today?
    3. Putting a Dollar Figure on the CMO of People’s Impact
      1. How This Dollar Amount Changes How the Board Sees the Top HR Role
      2. What Leaders from Outside HR Say about Its Impact
      3. Collaboration as an Action, Not a Value
      4. What Can You Do Today?
    4. Priorities of a New CMO of People
      1. What Can You Do Today?
    5. Stories that Tell the Tale
      1. Services-Focused HR: The Millions that Didn’t Matter
      2. Niceness-Focused HR: Free Cookie Day
      3. What Can You Do Today?
    6. The CMO of People Organization Chart
      1. Notable Features of the Organizational Design
      2. What Can You Do Today?
    7. Examples of How the CMO of People Drives High Performance
      1. A Shift from a U.S.-centric to a Global Business at DocuSign
      2. Managing Explosive Growth Required Discipline, But Not Genius
      3. What Can You Do Today?
    8. The Product Approach to HR Deliverables
      1. Applying Product Thinking to Office Design
      2. Applying Product Thinking to Town Hall Meetings
      3. What Can You Do Today?
    9. Challenges of Bringing the CMO of People Model to an Organization
      1. Why DocuSign and Shutterfly Embarked on This Journey
      2. How Other Managers Reacted
      3. The Need to Elevate Collaboration
      4. What I Did Wrong
      5. What I Did Right
      6. What Can You Do Today?
    10. Takeaways
  11. Chapter 3: How a CMO of People Designs the End-to-End Employee Experience
    1. Why the End-to-End Concept Is So Useful for the CMO of People
      1. Organizing Principles
      2. Why It’s a Competitive Weapon
      3. What Can You Do Today?
    2. How to Map the Employee Experience
      1. Design Perspective
      2. What Can You Do Today?
    3. The Importance of “Predictable” and “Immersive”
      1. A Predictable Experience
      2. An Immersive Experience
      3. Isn’t This Pretty Basic Stuff?
      4. What Can You Do Today?
    4. How to Create the Discipline Needed to Make the End-to-End Experience a Reality
      1. The Concept Is Straightforward; Why Don’t All Companies Apply It?
      2. Ongoing Corralling of Executives
      3. A Rolling 18-Month Strategy
      4. What Can You Do Today?
    5. How to Create a Brand Book
      1. What Can You Do Today?
    6. How to Design the Job of Employee Brand Director
      1. Creating the Role of Employee Brand Director
      2. Issues an Employee Brand Director Might Consider
      3. What Can You Do Today?
    7. The Concept of Sustainable Foundations
      1. Sustaining Rather Than Launching
      2. What Can You Do Today?
    8. Doing It Right the First Time versus Iterating Forward
      1. Things to Get Right the First Time
      2. Where to Iterate Your Way Forward
      3. What Can You Do Today?
    9. Making It Happen
      1. What Can You Do Today?
    10. Outside Perspective: Gregg Gordon
    11. Takeaways
  12. Chapter 4: New Points of Leverage
    1. A Non-Traditional View of HR Leverage
      1. Pragmatism over Sophistication
      2. What Can You Do Today?
    2. Using the Relationship with the CMO to Get Results
      1. Using the Leverage that Comes from a Strong Relationship
      2. Not Everyone Buys into This Model
      3. How to Build the Collaborative Relationship
      4. Where Do Companies Go Wrong on the Employment Brand?
      5. Can the CMO of People Go Too Far?
      6. What Can You Do Today?
    3. Using the Relationship with the CFO as a Lever
      1. What Can You Do Today?
    4. Using Real Estate and Workplace Services as a Lever to Enhance the Employee Experience
      1. Challenges to Using this Source of Leverage
      2. Design Perspective
      3. What Can You Do Today?
    5. How CSR Strengthens an Immersive Experience
      1. Employee-Centered CSR
      2. Integrating CSR with Sales and Marketing
      3. Drawing Lessons from the Philosophy Behind These Initiatives
      4. What Can You Do Today?
    6. Lessons in Elevating the HR Function
      1. What Can You Do Today?
    7. Takeaways
  13. Chapter 5: Why Analytics Comes First
    1. Why Analytics Is a Priority
      1. How to Get Started on Analytics in a Growth Company
      2. Pointing the Analytics Team in the Right Direction
      3. Test and Iterate
      4. Design Perspective
      5. What Can You Do Today?
    2. An Analytics Dashboard
      1. How We Used the Dashboard
      2. Going from the Initial Dashboard to a More Advanced Version
      3. What Can You Do Today?
    3. Top-of-Funnel Analytics for Talent Acquisition
      1. Strategic Question 1: How Can I Prevent Bottlenecks in the Hiring Process?
      2. Strategic Question 2: How Can I Increase the Efficiency of the Hiring Process?
      3. Strategic Question 3: How Quickly Is the Sales Team Ramping Up Sales?
      4. What Can You Do Today?
    4. Lifecycle Analytics for Brand and a Predictive, Immersive Experience
      1. Other Metrics Used to Assess the Employee Experience
      2. Marketing Parallels
      3. Frequency
      4. An Illustration
      5. What Can You Do Today?
    5. Lifecycle Analytics for Corporate Social Responsibility
      1. What Can You Do Today?
    6. Lifecycle Analytics for Real Estate and Workplace Services
      1. Workplace Services
      2. Real Estate
      3. Measuring Results
      4. What Can You Do Today?
    7. Business Impact Analytics about Impact, Efficiency, and ROI
      1. The Impact of HR Work
      2. The Efficiency of Your Team
      3. Overall ROI of a Project
      4. What Can You Do Today?
    8. Outside Perspective: David Green
      1. A Culture of Analytics
      2. How to Hire Data-Savvy HR Pros
      3. Ensuring People Analytics Has an Impact
    9. Takeaways
  14. Chapter 6: Case Study on a Mosaic of Measures
    1. Guiding the Strategic Conversation on Talent
    2. Starting with the End in Mind
    3. Setting the Stage
    4. A Model of the Constraints on Hiring
    5. Jumping to the Conclusion
    6. Drilling Down on Capacity
    7. Drilling Down on Volume
    8. Drilling Down on Time
    9. What You Can Learn from This Presentation
    10. Takeaways
  15. Chapter 7: How We Handled HR Technology and Processes
    1. Why HR Technology Is a High Priority
      1. What Happens When Technology Is Prioritized
      2. Implications for Choosing Technology
      3. Yet in the End It’s Not About Technology, It’s About Outcomes
      4. Design Perspective
      5. What Can You Do Today?
    2. How Technology Fits with HR Analytics
      1. The Link Between Technology and Analytics
      2. Powerful Questions, Before Powerful Tools
      3. Low Tech, Big Impact
      4. What Can You Do Today?
    3. Examples of How We Built an HR Technology Infrastructure
      1. But It’s Not Always That Clean
      2. What Can You Do Today?
    4. Takeaways
  16. Chapter 8: Unconventional HR Leaders and the Role of the CEO
    1. Why Your Company Might Want an Unconventional CHRO
      1. Do CEOs Know What They Want?
      2. What Can You Do Today?
    2. How to Convince a Non-HR Professional to Lead HR
      1. What It’s Like to Be CHRO for Someone with a Non-Traditional Background
      2. What Type of Experience Makes for a Good Non-Traditional CHRO?
      3. What Can You Do Today?
    3. Is the CMO of People Role Right for You?
      1. Do the Views of Balsassari and Reses Resonate with You?
      2. What Can You Do Today?
    4. How to Grow HR Leaders Who Understand Business
      1. Hiring HR Professionals Who Can Grow into Business-Savvy Leaders
      2. Formative Developmental Experiences
      3. The Right Expectations
      4. What Can You Do Today?
    5. How It Can All Go Wrong
      1. The Need to Respect the HR Profession
      2. The CXO Delusion
      3. What Can You Do Today?
    6. A Method for Mitigating Risk
      1. Why “Test-and-Learn” Isn’t a Normal Thing to Do
      2. Why Make a Commitment to Doing These Difficult Things?
      3. What Can You Do Today?
    7. What Should a CEO Ask of HR?
      1. What Can You Do Today?
    8. How the CEO Contributes to the CMO of People’s Success
      1. What Can You Do Today?
    9. Takeaways
  17. Chapter 9: How to Build an Unconventional HR Team
    1. Choosing an Unconventional Team
      1. The Three Top Skills to Look for in Unconventional HR Staff
      2. Three Other Skills I Value in an HR Team
      3. Design Perspective
      4. What Can You Do Today?
    2. Attributes of Unconventional HR Professionals and Where to Find Them
      1. Unconventional Recruiters
      2. Unconventional Learning and Development Experts
      3. Unconventional Compensation and Benefits Pros
      4. Unconventional HR Business Partners
      5. Unconventional Strategic Real Estate People
      6. Unconventional Analytics Specialists
      7. Unconventional Employment Brand People
      8. What Can You Do Today?
    3. Overcoming Barriers to Recruiting an Unconventional Team
      1. What Can You Do Today?
    4. Building Instead of Buying an Unconventional Team
      1. What Can You Do Today?
    5. Takeaways
  18. Chapter 10: Contrasting Models for the Future of HR
    1. Contrasting Models for the Future of HR
      1. A Quick Review of the CMO of People Model
      2. What Can You Do Today?
    2. Blow Up HR
      1. Peter Cappelli’s View on Blowing Up HR
      2. Ram Charan’s View
      3. Comparison to the CMO of People Model
      4. What Can You Do Today?
    3. HR from the Outside In
      1. What Can You Do Today?
    4. Beyond HR
      1. What Can You Do Today?
    5. CHREATE
      1. What Can You Do Today?
    6. Lead the Work: Navigating a World Beyond Employment
      1. What Can You Do Today?
    7. Synthesizing the Models
      1. The First Common Element: Elevating the Function
      2. The Second Common Element: Business Focus
      3. What Can You Do Today?
    8. Outside Perspective: Dan Schawbel
      1. Top Trends for the New Generation of Workers
      2. Bewilderment or Irrelevance?
      3. How a Business-Focused Framework Brings Relevance
    9. Takeaways
  19. Chapter 11: Conclusions
    1. Summarizing the Pivotal Ideas
      1. What Can You Do Today?
    2. Four Ways to Move Things Forward
      1. Find Some Allies
      2. Engage the CEO
      3. Start Hiring the Skills You Need
      4. Get a Highlighter and Review the “What Can You Do Today?” Sections
      5. What Can You Do Today?
    3. How These Ideas Will Unfold in the Marketplace
      1. What Can You Do Today?
    4. Closing Advice
      1. What Can You Do Today?
    5. Appendix A
    6. Index