Digital HR Leaders with David Green

As Ron Friedman, my guest on this week's episode, explains, we have been taught for generations that there are two ways to succeed either from talent or practice, the latter popularised by Malcolm Gladwell in his book Outliers.In his new book, Decoding Greatness, Ron describes a third path. One that has quietly launched icons in a wide range of fields from artists, writers and chefs to athletes, inventors and entrepreneurs and one that would be applied widely to learning in the workplace, the path of reverse engineering. Ron is a social psychologist whose main focus is on helping people succeed faster. He is a frequent contributor to publications like Harvard Business Review, Psychology Today and Forbes. Ron’s first book, The Best Place To Work, The Art and Science of Creating an Extraordinary Workplace, which we also discuss in our conversation, was named a Business Book Of The Year by Inc.In our conversation, Ron and I discuss: The differences between learning through talent practice and reverse engineering How to harness the power of reverse engineering and boost your career Why the three key psychological needs of autonomy, competence and relatedness are at the heart of employee engagement and performance How to learn and acquire new skills How to optimise for workplace relationships and work environments in a hybrid futureThis episode is a must listen for anyone interested or involved in creating a culture of performance and continuous learning. So that is Business Leaders, CHROs and anyone in a people analytics, culture, learning, employee experience or HR Business Partner role.Support for this podcast is brought to you by AG5. To learn more, visit www.ag5.com. Hosted on Acast. See acast.com/privacy for more information.

The transformation that Steven Baert is leading as Chief People and Organisation Officer at Novartis, in shaping culture and leadership to a re-imagined medicine is hugely impressive. As Steven explains in this week's episode of the podcast, Novartis is successfully fuelling a scientific and entrepreneurial spirit of the company through its inspired, curious and un-bossed culture. This equips the people closest to the customer or product with the freedom to own the important decisions about their work for themselves. Novartis is also empowering their people by re-imagining its approach to performance management. As one of the worlds foremost science companies, that is entirely fitting that Novartis has taken a scientific approach to diagnosing, developing, trialling and productising its approach to performance management.In our conversation Steven and I discuss: How he partners with CEO Vasant Narasimhan and the rest of the executive team at Novartis The concept of un-bossing and what that entails for leaders How Novartis has diagnosed that their previous performance management culture was a point of friction for employe How Novartis has taken a scientific approach to re-imagining performance management involving 16,000 people The four elements of the new approach to performance management, encompassing objectives, feedback, recognition and rewardThis episode is a must listen for anyone interested or involved in the role of organisational culture and performance. So that is Business Leaders, Chief HR Officers and anyone in a Strategy, People, Analytics, Culture, Employee Experience or HR Business Partner role.Support for this podcast is brought to you by Quantum Workplace. To learn more, visit www.quantumworkplace.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.

AT&T is the world's largest telecommunications company and it is in the midst of a major business and organisational transformation. As part of this AT&T is evolving its performance culture towards a more agile approach based on the notion of Kind Candor. My guest on this week's episode, Melissa Corwin, is The Vice President for Employee Experience and she is overseeing the development of the new performance culture. As you will hear, this is an impressive, well coordinated strategy that is supported across the organisation and tied closely to improving outcomes for the business, employees and AT&T’s customers.In our conversation, Melissa and I discuss: The impact of AT&T's business transformation on culture and behaviours The key components of the new performance culture The importance of Kind Candor and we look at the expected outcomes of the new performance culture.This episode is a must listen for anyone interested in or involved in the role of performance culture and performance management in business transformation. So that is Business Leaders, Chief HR Officers and anyone in a Strategy, People Analytics, Culture, Employee Experience or HR Business Partner role.Support for this podcast is brought to you by Quantum Workplace. To learn more, visit www.quantumworkplace.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.

The guest on this week's episode is Greg Harris, CEO of Quantum Workplace, which was founded in 2003 and has since emerged as one of the pioneers in the revolution of the employee feedback market.Greg believes that the economic value of employee feedback is probably equal to, or greater than, input from customers and that employee feedback is the first step in creating an inclusive environment. Greg also explains why employee engagement and performance management are two sides of the same coin.In our conversation, Greg and I discuss What modern employee feedback looks like and how it has evolved over the last 10 years How CEOs have used employee listening to drive communication to the workforce during the pandemic How to drive action, behaviour change and a culture of inclusion, from the insights arising from employee feedback How employee experience and people data is driving a similar change in HR, to the change that customer experience and customer data has already made to the marketing function How companies should approach performance management in the future.This episode is a must listen for anyone interested or involved in employee listening, employee experience and the reshaping of performance management. So that is Chief Human Resource Officers and anyone in an employee Experience, People Analytics, Culture or HR Business Partner role.Support for this podcast is brought to you by Quantum Workplace. To learn more, visit www.quantumworkplace.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.

BNY Mellon is America's oldest bank, having been created in 1784, and is currently on a journey of reinvention as it transforms into a digital organisation. The pandemic has accelerated this journey and that is where Jolen Anderson, my guest on this week's episode, comes in. Jolen is a Global Head of Human Resources and with her team, is responsible for translating their business strategy into their workforce strategy and igniting the passion of BNY Mellon's employees. As the business transformation was accelerated by the pandemic Jolen and her team are focused on three key driving principles. First, operational resiliency. Second, service to customers and third, employee wellbeing and safety. These three principles, not only underpin the digital transformation but the bank's culture too.In our conversation Jolen and I discuss: The central role of HR in business transformation How employee wellbeing was prioritised during the twin pandemics of 2020 How resilience and inclusion are competencies that can be nurtured The central role of people data and analytics in the work that Jolen and her team are doing Why it is critical for CHROs to approach people transformation with intentionality right now and how to do thisThis episode is a must listen for anyone interested or involved in the role of workforce strategy and business transformation. So that is Business Leaders, Chief HR Officers and anyone in a Strategy, People Analytics, Culture or HR Business Partner role.Support for this podcast is brought to you by Quantum Workplace. To learn more, visit www.quantumworkplace.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.

My guest this week is Dr. David Rock, who coined the term NeuroLeadership and is the Co-Founder and CEO of the NeuroLeadership Institute, which has worked with over 50% of the Fortune 100 companies, to make organisations better for humans through science.David has authored four successful books, including Your Brain At Work, a business best seller and has written for and been quoted in hundreds of articles about leadership, organisational effectiveness and the brain.The centrepiece of my discussion with David is his SCARF Model, which is based on neuroscience and is designed to help us work more effectively with others.When I came across the model a few years ago, it helped me better understand myself and change the way I interact in social situations. The SCARF Model is comprised of five key domains that influence our behaviour in social and work situations. Firstly, Status - our relative importance to others. Secondly, Certainty - our ability to predict the future. Third, Autonomy - our sense of control over events. Fourth, Relatedness - how safe we feel with others. And finally fifth, Fairness - how fair we perceive the exchanges between people to be. As David explains in our discussion, these five domains activate the same threat and reward responses in our brain that we rely on for physical survival. This explains why ourselves and others will sometimes have strong emotional reactions in social situations, both at home and at work. It is a fascinating topic and one, I know, that listeners will enjoy.In our conversation, David and I discuss How the SCARF Model has grown in relevance during the pandemic The window of opportunity companies and leaders have to solve for autonomy and build a better post pandemic normal The role of leaders in enabling their organisations to be truly diverse, equitable and inclusive How companies should approach Performance Management in the futureThis episode is a must listen for anyone interested or involved in Neuroscience and its role in Leadership, collaboration, culture and performance. So that is Business Leaders, Chief People Officers and anyone in a Behavioural Science, People Analytics or HR Business Partner role.Support for this podcast is brought to you by Quantum Workplace. To learn more, visit www.quantumworkplace.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.

My guest on this week's episode is Jimmy Zhang, the Head of People Strategy and Analytics at Vertex Pharmaceuticals. He joined the company, which has just over 3000 Employees, in 2018 and has built the People Analytics team from the ground up. I am often asked if People Analytics is the preserve of larger companies and I always say no, every company has business questions that can be answered with People Analytics. That said there are different challenges in setting up a People Analytics Team in an organisation with, say less than 5,000 Employees. For one, you don't have the luxury of building a large team, this means you need to take a different approach, one of partnership and leveraging skills from across the organisation. This is exactly what my guest on this week's episode has done and in doing so has built one of the most agile, most innovative and most successful People Analytics Teams I have come across.In our conversation, Jimmy and I discuss: How Vertex leverages a partnership model, a strong foundation in governance and ethics, to advance People Analytics in the company The tripartite relationship between the People Analytics team, HR Business Partners and the Business and how this helps prioritise and elevate People Analytics work Work that Jimmy is leading around skills to help drive career growth, development and mobility at Vertex How Vertex is building a continuous employee listening program, which couples active and passive data sources How Vertex tackles the build versus buy conundrum when it comes to HR and People Analytics technologyThis episode is a must listen for anyone tasked with building or transforming People Analytics or who is involved in building or buying HR technology. So that is Business Leaders, CHROs and anyone in a HR Leadership, People Analytics, Workforce Planning or HR Business Partner role.Support for this podcast is brought to you by charthop. To learn more, visit https://www.charthop.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.

My guest on this week's episode is Jignasha Grooms, Chief Human Resources Officer at Epicor Software, a 4,000 person, global technology company.Jignasha has 20 years of experience in the IT Industry, both in Business and Sales Operations and in Human Resources. Prior to joining Epicor, in November 2016, she spent eight years at Cisco, where in her last role she led HR for the America Sales Organisation, The Global Marketing Function, The Global Sales and Operations Function, as well as the staffing discipline in support of all Cisco Businesses and Functions in Asia, Pacific and Japan. Perhaps Jignasha’s biggest achievement in her role at Epicor has been the development of The One Epicor Culture, which puts employees at the centre and is built on pillars, including trust, agility, authenticity and empathy. It is a particularly impressive story, as you will hear, and one that has led to some significant outcomes for the Business and the workforce.In our conversation Jignasha and I discuss: How Epicor is using and measuring the success of using AI in the recruitment process What HR can learn from the pandemic and what it needs to do to continue experimenting and not fall back into the old way of doing things How to build and develop a culture in a company that is growing organically and by acquisition How to measure the business impact of culture and connect the dots between customer experience and employee experience How having the right people data in place supports a business operating in a fast paced environmentThis episode is a must listen for anyone interested in Culture and leading HR in a global organisation. So that is Business Leaders, CHROs and anyone in a People Analytics, Culture, Employee Experience or HR Business Partner role.Support for this podcast is brought to you by charthop. To learn more, visit https://www.charthop.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.

My guest on this week's episode is Ian White, Founder and Chief Executive Officer at ChartHop, one of the fastest growing and most exciting new technologies in our space. ChartHop has grown by more than 10X since the start of the pandemic and has a prestigious list of investors, including Andreessen Horowitz. Josh Bersin recently highlighted ChartHop as “a cool tool that displays every piece of data you need in a visual way” which is high praise indeed and deservedly so. Ian believes that when people have the full context, know what they are trying to achieve together, know their roles and fundamentally trust that Managers and Leaders are transparent and fair, you can achieve great things.In our conversation, Ian and I discuss: How Ian's own experience as a customer of HR Tech helped inspire him to build and scale ChartHop How to bring data to life so that it is accurate, accessible and applicable and so leads to actionable insights Why agility, organisational design and workforce planning all need to evolve, to support the world of hybrid work How CHROs can build on the last year and have an ability to experiment, to explore and to respond quickly How having the right people data in place supports a business operating in a fast paced environment.This episode is a must listen for anyone interested in technologies that help organise, manage and visualise people data so that it drives actionable insights. So that is Business Leaders, CHROs and anyone in a People Analytics, Workforce Planning or HR Business Partner role.Support for this podcast is brought to you by charthop. To learn more, visit https://www.charthop.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.

At Insight222, we are fortunate to work with some of the smartest and most progressive Leaders in the field of Human Resources. Isabel Naidoo, my guest on this week's episode of the podcast, definitely falls into this category.Isabel is the Global Head of Inclusion and Talent at FIS, where she runs the Strategic Talent Agenda for the FinTech company’s 60,000 employees. One of the features of the work that Isabel oversees at FIS, is how the company has seamlessly incorporated HR technology to bring personalised, consumer like experiences, to its employees and how it has harnessed people analytics.In our conversation Isabel and I discuss: How the new learning platform at FIS is delivering customised learning experiences and supporting wellbeing How FIS has built a successful people analytics and workforce planning function How the last 12 months have changed what it means to lead How having the right people data in place supports a business operating in a fast paced environmentThis episode is a must listen for anyone interested or involved in how people data, technology and analytics can personalise HR programs, enhance the employee experience and drive better business outcomes. So that is business Leaders, CHROs and anyone in a People Analytics, Learning or HR Business Partner role.Support for this podcast is brought to you by charthop. To learn more, visit https://www.charthop.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.