How I Got Here

TP's Alan Winters on the Potential for AI to Help Its People Build a Better Workplace

2025-03-17T10:04:39-04:00

The chief people and diversity officer will speak to attendees at the For All Summit™ in Las Vegas April 8-10 about how his company is using AI to support employees.

A global company the size of Teleperformance (now going by TP) — operations in 100 countries — means that hiring processes have to be efficient. Their target? From application to job offer in just seven days, a breakneck pace made possible by technology.

But Alan Winters, chief people and diversity officer at the company, says the company takes care to ensure decisions remain human. Their approach will be shared in detail at the For All Summit on April 8-10 in Las Vegas.

We spoke with Winters about the current HR landscape, technology’s role in driving excellence, and what advice he has for other HR leaders in our latest “How I Got Here” conversation.

What’s your daily routine or morning ritual to start the workday on the right note?

Winters: I normally have the first 30 minutes blocked off for no meetings, to allow me time to address any critical priorities that evolved overnight. As a global organization with operations in 100 countries, we operate 24/7. If you look at my calendar, it’s color-coded. I'll look at the week coming up and my meetings and what's critical, especially anything with due dates or deliverables, just to make sure I'm ready. I've got notepads for one-on-ones and meetings to help me keep things organized, which relate to what's whatever's on my calendar.

In addition to my morning routine, I also have a Friday afternoon routine to help end the formal workweek. On Friday afternoons, I dedicate an hour or so to visit LinkedIn and reach out to someone from my network who I've not contacted in a while. I send an e-mail via LinkedIn — just checking in to keep my network alive and help maintain strong professional relationships. That could be someone within TP, someone at a company I've worked with in the past, or just people I've met through network connections.

What was the turning point that sent you down the path to your current role and work? Any advice you would give to your younger self?

Winters: The turning point that led to my current role was four years ago at TP, when I was in a board meeting where we reviewed normal business topics. At the end of the meeting, I typed an e-mail and sent it to our CEO highlighting items that I thought were missing or areas where I felt we needed to add more focus. One of those items was the need to have a global head of HR. I shared some key reasons for my recommendation, and what I thought the company should do. The CEO reviewed my recommendations and passed around my suggestion for a Global head of HR to other members of the executive committee. A few committee members agreed, and then they asked me to step into the role. That's how I got in the job I'm in today.

The advice I would give to my younger self is to fully participate when attending a meeting. If you're invited, don't just sit on the sidelines. Be actively involved.

An example: Before my time at TP, I was the head of customer care at another company. At that time, we had regular meetings with all the C-level executives of the company. In the middle of the boardroom was a big table, with chairs all around the outside. The first time I attended the meeting with my boss, he sat down in a chair on the perimeter of the room. However, I sat at the table.

And others were all looking at me like, “What are you doing? You can't sit there. That's where all the C-levels sit.” And I said, “Well, if you're going to invite me to the meeting, I'm going to sit at the adult table and participate.”

What’s the biggest workplace or HR challenge facing leaders in the year ahead? What should be top of mind?

Winters: HR is facing several challenges this year, including the unknown impacts of AI on organizations, its managers and people. Also, significant geopolitical changes. Some highly visible companies have rolled back DEI programs so the pendulum is swinging there, and I think it is going to have a massive impact on how people approach sourcing and hiring, which will have an impact on culture and employee experience.

How is AI changing how you do your work? Any big lessons or takeaways?

Winters: At TP, we use advanced AI tools to help collect and analyze data on a large scale, which empowers our management teams and TP Experts to make stronger, more informed decisions in support of our clients and their customers. It requires us to think more strategically to identify and understand what challenges we are trying to solve.

For example, when recruiting for our front-line TP Expert roles globally, our goal is to get a candidate from job application to job offer in just seven days. That includes interviews, assessments and evaluations. We use AI tools to help us scale recruitment activities to hire the right qualified candidates, but it’s also important for us to retain people as part of the equation when making the final decision.

What’s the No. 1 thing that companies are not paying enough attention to when it comes to AI and/or workplace culture?

Winters: When it comes to AI and workplace culture, I recommend avoiding the pitfalls of implementing an AI program just for the sake of implementing an AI program. In some cases, AI-powered tools might be a strong solution, which is great. But before making that decision, it becomes critical to really drill down and pinpoint the problem you’re trying to solve. Then from there, find the best solution.

If you think about the Six Sigma approach, the Five Whys, ask why you're going to do this. Why do we need this? What problem or problems is it going to solve? And then try to understand the potential unintended consequences. If you try to automate everything to save money, it’s important to understand the downstream impact.

Today’s advanced tech tools are likely to allow organizations to automate around 90% of the hiring process. But if you're a people-focused company, do you really want that? It would result in new employees’ first experiences with the company being 100 percent automated, with them not really understanding the organization’s culture and people.

What is your favorite piece of career advice you’ve ever received? Why?

Winters: “Don't let perfection be the enemy of good.” Most of the time, good is okay, just so you can move fast to get things done. If you wait for perfection, it's never going to happen.

The other one is: In one minute, I can change my attitude. In that minute, I can change my entire day. This mindset helps you reframe things and put issues or problems or challenges in context, to avoid having one issue derail your day, week, or month.

Also, I’m fond of a famous quote from Maya Angelou: “I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

What book or podcast would you recommend to our community of leaders trying to build better workplaces and companies?

Winters: “Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI.” It’s very relevant for TP, as we’ve been accelerating our digital transformation with advanced AI tools that empower our people to deliver simpler, faster, more empathetic and safe solutions to clients.

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Winters: I would change how people connect with each other because I think that's going to be even more challenging as AI becomes more advanced from a human perspective.

How we manage and engage with each other matters so much. If you think about the amount of information that you can collect to understand someone better and how that information should be connected to help them onboard in a professional role, I think that’s really important.

When you hire someone, they've got this short runway to be able to add value and produce in their new role. So, if you’re looking at their mid-year or annual appraisals to determine if they are aligned with your culture, then you’re making decisions — whether it’s a promotion, an evaluation, corrective action or termination — simply by looking at the data and not having connected with the employee. Then you’re really not helping that person.

Stronger connectedness and relationship building helps you make decisions about that whole person, versus one piece of information. It may be that they're performing at a certain level, but have you done anything to help them get up to speed quicker?

MetLife’s Patricia Porter on How To Solve the AI Upskilling Challenge

2025-02-17T14:53:36-05:00

The vice president and global head of talent acquisition and internal mobility will speak at the For All Summit in Las Vegas, April 8-10.

AI technology is at the heart of the skills gap facing business leaders in the years ahead. It’s also a powerful solution to quickly upskill your workforce.

Patricia Porter, vice president, global head of talent acquisition and internal mobility at MetLife, sees a skills-based strategy as “essential for retaining and attracting top talent.” This requires talent leaders to redesign jobs within the organization.

AI tools, like an internal talent marketplace, can provide a radically different experience for employees. Porter and other leaders will share lessons learned from adopting a skills-based talent strategy and launching AI-powered talent development tools at the For All Summit™ in Las Vegas, April 8-10.

We spoke with Porter for our “How I Got Here” series where we learn about winning HR strategies and career lessons from top leaders at some of the best companies in the world.

Here’s what Porter shared:

What’s your daily routine or morning ritual to start the workday on the right note?

Porter: For me, the morning is a sacred time — a period when I can prepare myself both physically and mentally to face whatever challenges lie ahead. The first thing I do each morning is to pick up my devices. This might sound counterintuitive to some who suggest avoiding screens right after waking up, but for me, it’s an efficient way to catch up with any urgent communications or important updates I might have missed overnight. This step ensures that I am informed and ready to tackle the day’s demands.

Exercise is a cornerstone of my morning routine. Typically, I begin with cycling. The rhythmic pedaling and outdoor environment help clear my mind. It’s a period where I can think freely, away from the distractions and stresses of daily life. Starting the day with exercise and hydration has a profound impact on my mental well-being.

What was the turning point that sent you down the path to your current role and work? Any advice you would give to your younger self?

Porter: [Working] in Germany was undeniably the turning point in my career. It was an opportunity to think beyond HR and immerse myself in the multifaceted world of business operations. The experience enriched my understanding of strategic planning, legal compliance, facilities management, and more. It was a journey that balanced my core role with new projects, ultimately expanding my skill set into strategy and transformation.

This defining moment not only broadened my horizons but also instilled in me the importance of stepping out of one’s comfort zone and embracing new challenges. It was a testament to the power of continuous learning and growth, shaping me into the professional I am today.

Hear from Porter and other leaders from great workplaces at the For All Summit in Las Vegas April 8-10!

What’s the biggest workplace or HR challenge facing leaders in the year ahead? What should be top of mind?

Porter: As HR leaders navigate the complexities of the year ahead, they must address several key challenges. Foremost among these is the evolving political environment, which may heighten the need for enhanced wellness and mental health support for employees.

Additionally, the rapid advancement of AI and technology continues to reshape the workforce, necessitating strategic adaptations to leverage these tools effectively. Moreover, the focus on career development and upskilling has never been more critical; implementing skill-based strategies will be essential for retaining and attracting top talent in a competitive market.

How is AI changing how you do your work? Any big lessons or takeaways?

Porter: The advent of AI has revolutionized the way we perceive and conduct work. The ability to automate processes and streamline routine tasks has transformed our operational efficiency. The integration of Copilot assistance has further augmented our capabilities, enabling us to reallocate resources to more strategic, value-driven endeavors.

By introducing new platforms into our technology stack, we have successfully optimized workflows, enhancing productivity and innovation.

What’s the No. 1 thing that companies are not paying enough attention to when it comes to AI and/or workplace culture?

Porter: Many companies are still in the process of learning or exploring how AI will impact their standard routines and business practices. There is a growing recognition of the need for more experimentation with AI to truly understand its potential. By pushing the boundaries of what is possible, organizations can discover new ways to improve their operations.

It is only through such experimental approaches that the full benefits of AI can be realized. Embracing this innovative mindset will pave the way for significant advancements in various industries.

What is your favorite piece of career advice you’ve ever received? Why?

Porter: One of the best pieces of career advice I've ever received is to “always be curious and never stop learning.” This advice has been invaluable because it emphasizes the importance of continuous growth and adaptability in one’s career.

In today’s fast-paced and ever-changing work environment, staying curious and committed to learning new skills and knowledge can open up numerous opportunities and keep you ahead of the curve. It encourages a mindset of exploration and innovation, which can lead to personal and professional development.

What book or podcast would you recommend to our community of leaders trying to build better workplaces and companies?

Porter: One book that I highly recommend for leaders looking to build better workplaces and companies is “Leaders Eat Last” by Simon Sinek. Sinek explores how great leaders prioritize the well-being of their team members, which in turn fosters loyalty, innovation, and success.

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Porter: If I could wave a magic wand and change one thing about how workplaces operate today, it would be to infuse them with a sense of genuine empathy and understanding, sprinkled with a dash of joy. Imagine a workplace where every individual feels truly heard, valued, and supported, and where laughter and smiles are as common as meetings and emails.

Dow’s Alveda Williams Shares Vision for AI to Transform Inclusion at Work

2025-02-03T10:29:13-05:00

The chief inclusion officer at Dow will join our lineup of speakers at the For All Summit in Las Vegas, April 8-10.

How will artificial intelligence technology affect efforts to create inclusion and belonging at work?

Some, like Alveda Williams, chief inclusion officer at Dow, see the potential for AI to improve equity in the workplace. Williams is just one of the speakers who will join us in Las Vegas on April 8-10 at our For All Summit™ to share insights and strategies driving great workplace culture in 2025.

You can check out her session here.

Williams spoke with us for a rapid-fire Q&A that we are sharing as part of our “How I Got Here” series, profiling leaders at high-trust workplaces. See what Williams has to say about AI, her favorite career advice, and more.

Get tickets to hear from her and many other inspiring leaders at the For All Summit here.

How do you think AI will change your work? Are you excited for those changes?

Williams: AI has the potential to transform inclusion, diversity, and equity (ID&E) work in many exciting ways (for example, enhanced data analysis, bias detection in talent practices, tailored training programs, enhanced employee experience, and more). However, it requires careful oversight to avoid reinforcing biases and to ensure that it promotes fairness and inclusion.

What’s your favorite career advice you’ve ever received? Why?

Williams: “Bloom where you are planted.” Exceptional performance and impact delivery where you are builds credibility and opens doors for where you want to be.

What book or podcast would you recommend to our community of leaders trying to build better workplaces?

Williams: The “Better” podcast is a good place to start! Many of the practices that make for great workplaces are company- or industry-agnostic. Learning from other leaders and companies is an easy way to get practical ideas for your workplace.

Catch Alveda Williams’ appearance on the “Better” podcast from Great Place To Work, where she talks about winning strategies for employee resource groups.

What about your job makes you excited to come to work each day?

Williams: I get most excited knowing that the work I do every day is making a meaningful difference for our people, our business, and our society.

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Williams: I would imagine a workplace where the role of chief inclusion officer is not needed because (1) inclusion is the lived experience for every employee and (2) everyone, regardless of their background or difference, has equal access to opportunity to contribute their best.

How PwC’s Kimberly Jones Transitioned From Finance to HR

2024-11-26T14:40:24-05:00

The talent strategy and people experience leader talks with us about her career, lessons learned from the pandemic, and what she thinks AI will do for her job.

Getting buy-in for your HR strategy is much easier when you can connect to tangible business outcomes.

That’s one of the big takeaways from a career journey that has taken Kimberly Jones from an auditor position at the accounting firm PwC to her current role as a leader of talent strategy and people experience.

We spoke with Jones for our “How I Got Here” series to learn more about her experience, lessons learned, and career advice for aspiring HR and culture champions.

What was the hook that first got you interested in workplace culture?

Jones: I began my career journey with a master’s degree in accounting from the University of Oklahoma, which led to my taking on an auditor position at PwC (technically Price Waterhouse as this was pre-merger). Within that first year out of college, I achieved my goal to become a CPA, but as I grew to be more intrigued by the human aspect of our business, I immersed myself in recruiting and other people-centric activities, uncovering a true passion for the people side of our business.

Leveraging my client service experience, I fortunately had the support of my leadership team to explore a dual role in both client service and recruiting. As time progressed, I smoothly transitioned deeper into our “human capital” or “people” team.

Over the next few years, I built on my foundational business experience to fully immerse myself in the people experience and have never looked back!

What has been the biggest challenge you faced in your career when trying to build a great workplace culture?

Jones: Sometimes, it can be a challenge articulating the direct tie between the strategy to build culture for our people and the strategy for building the business, and having it be seen as such.

By emphasizing alignment with business goals, tangible impact, and real-life stories, I learned that the value of our people strategy can be both evident and compelling. This means keeping the relevance and sustainability of the business at the forefront of all our people strategies.

It’s important to move beyond simply showcasing daily activity and instead focus on demonstrating the concrete impact of our initiatives on the vitality of the business. Numbers and metrics are important, and we should also provide tangible stories and real-life examples that illustrate the positive influence of our policies, procedures, programs and strategies — on both our people and the business.

Meet inspiring leaders like Kimberly Jones at our next For All Summit™, April 8 to 10, 2025, in Las Vegas.

What is the No. 1 lesson you have learned about what it means to be a great workplace in a post-pandemic environment?

Jones: Deep commitment to people is at the core of my work, and it stems from recognizing the profound impact that work has on our overall quality of life.

We spend a significant portion of our lives in the workplace, and it’s so important that this time benefits both the organization and the individual.

I believe in creating an environment that fosters the growth and well-being of each individual within it. It’s about providing a comfortable, engaging, and inspiring place where our people can share their unique talents to serve our clients effectively. We want our people to find purpose in their work and to develop themselves, both technically and personally, nurturing their own growth and interpersonal skills.

The need for organizations to prioritize the well-being of their people, across all aspects, remains paramount. It’s also important to be there for our people when life presents challenges that require extra support.

Whether it’s personal circumstances or professional development, our role in the people team is to offer guidance and assistance. My personal mission within our people team at PwC is to make our people’s experience at work the best it can possibly be. I want every colleague to feel safe, valued, and empowered to contribute their best to our collective success — and gain rewarding experiences that enrich their lives while doing so.

How do you think AI will change your work? Are you excited for those changes?

Jones: Yes! Very excited.

As we look ahead, several trends and shifts are on the horizon — and in fact, are already coming to fruition. One notable transformation is the growing role of AI in enhancing efficiency and productivity across the board. AI technologies are quickly becoming indispensable tools in optimizing performance, streamlining processes, and unlocking new avenues of innovation.

At PwC, we’ve introduced ChatPwC, our own generative AI tool, and we anticipate a continuous surge in the adoption of technologies, some of which may not even exist today, into our daily work routines. It will reshape how we approach our tasks, from communication to problem-solving, allowing us greater opportunity to stay at the forefront of a dynamic and ever-changing landscape.

Catch Kimberly Jones on the Better podcast talking about how PwC is building trust around AI in the workplace.

What’s your favorite career advice you’ve ever received? Why?

Jones: First, always remember your “why.” The initial passion and purpose that inspires you should remain a guiding star throughout your career journey.

Next, don’t shy away from pushing the envelope with your leaders; be unafraid to propose innovative ideas and challenge the status quo.

Also, listening is a key skill in this profession; actively seek and value the ideas and insights of your employees as their perspectives can be magic for innovation and wisdom.

And lastly, remember to cultivate enriching relationships. Strong bonds with colleagues, mentors, and peers are not just beneficial, they are crucial. These connections provide support, guidance, and collaboration opportunities, giving you a most fulfilling and successful career experience.

What book or podcast would you recommend to our community of leaders trying to build better workplaces?

Jones: I’m a podcast gal, as I always seem to want to do two things at once ... listen while I’m driving or exercising or doing things around the house. Aside from the excellent GPTW “Better” podcasts, I enjoy and get a lot from the i4cp “Next Practices Weekly” podcasts, which are recorded from i4cp’s live weekly webinars. They feature leading industry HR leaders with a story to tell about something innovative that’s been implemented in the respective workplaces.

I get inspiration and ideas from listening to these interviews. And the leaders featured personally motivate me and give me energy.

What about your job makes you excited to come to work each day?

Jones: My favorite aspect of my work is the opportunity to think big alongside my team about how we can make the workplace better and better.

I get great reward from bringing new ideas to life that enhance the overall experience for our people at PwC. And the team that I am so fortunate to work with every day is top-notch, passionate, and so incredibly stellar at what they do. I learn from them and am inspired by them every day.

From upskilling on generative AI to building on our culture of belonging, it’s immensely rewarding to implement ideas that directly impact the lives of our employees across the country. Whether it’s offering culture-enhancing protected time away from work — like PwC's two week-long firmwide shutdowns — or celebrating professional development through memorable events like PwC's annual Promotion Day, there are shining moments that HR organizations can create.

Through PwC’s My+ people strategy, our people organization has played an impactful role in helping our firm continually offer cutting-edge tools and developmental programs that empower our people to learn, grow, and better serve our clients.

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Jones: I would say take away the things that sometimes seem to slow down progress. I like to get things done, and fast!

The time it takes from excellent idea to becoming reality and benefitting our people on the ground can sometimes feel too long. I understand there are necessary things like refining ideas, gaining buy-in from leaders and stakeholders, budget approvals, operationalizing ... I just wish sometimes these things could happen even faster so that our people take part in the vision soonest.

With that said, though, I am ever grateful for the guardrails that can protect us from moving too fast at times. The whole point is to do the best work we can for our people and get to the best answers and best result — even if that means we sometimes have to slow down to speed up!

Want to join the conversation? Email Ted Kitterman to learn more about participating in our profiles series.

BVI Medical’s Andrew Dawson on the ROI of Investing in Your People

2024-10-30T07:00:04-04:00

The health care and life sciences industry veteran and chief people officer at BVI Medical shares career lessons and insights into what drives his strategy to create great workplaces for a global company.

Offering employees a great workplace is a business strategy.

Great companies can point to clear benefits they receive when employees are having a great experience: more productivity, higher rates of innovation, and lower turnover costs.

Turnover is just one of the things that gets carefully measured for Andrew Dawson, chief people officer and head of corporate affairs and BVI Medical. The medtech firm supports surgical teams in more than 90 countries and focuses on therapies for patients affected by eye conditions.

We spoke with Dawson for our “How I Got Here” series about career advice, managing change, and the biggest opportunities for HR leaders in the year ahead.

Here’s what he shared:

What was the hook that first got you interested in workplace culture?

Dawson: For more than 20 years, I have been fascinated by how strategic HR practices could drive not just the success of individuals but also the success of an entire organization.

My HR career started with Eli Lilly and Company, where I gained invaluable experience and insight into the vital role HR plays in shaping a company’s culture and strategy. As I progressed through various leadership roles at Novartis and Roche, I had the opportunity to be at the forefront of significant transformations, such as forming new business units and leading major organizational changes.

This foundation has enabled me to focus on building and leading HR functions in emerging biotech companies, as I have done with BVI.

What has been the biggest challenge you faced in your career when trying to build a great workplace culture?

Dawson: Over the last couple of years, BVI’s HR model has evolved, standardizing and automating processes, maximizing the utilization of HR systems, and spending less time on administrative tasks.

The move hasn’t been easy, empowering people can feel overwhelming. Implementing change takes time, providing training, explaining the value of the change, and celebrating success stories. The HR team is now able to focus more on value-added activities such as development, coaching, and planning.

It’s a win-win situation for the HR function and all BVI employees.

At BVI we are proud to foster a continuous improvement mindset in every step of what we do, and encourage change, big or small.

Meet inspiring leaders like Andrew at our next For All Summit™, April 8 to 10, 2025, in Las Vegas.

What is the No. 1 lesson you have learned about what it means to be a great workplace in a post-pandemic environment?

Dawson: 카지노 커뮤니티 랭킹 greatest strength is our people. The pandemic emphasized the importance of connection with each other. By fostering a sense of purpose and of belonging, and by discussing people’s quality of life (the famous “work–life balance”), we support employee retention.

At BVI, our organization supports surgical teams in more than 90 countries worldwide, either directly or through our network of trusted distributors, so we understand that having a robust multi-channel communication system is crucial. In fact, companies with strong communication strategies are 4.5 times more likely to retain their employees compared to those without.

How do you think AI will change your work? Are you excited for those changes?

Dawson: I believe the goal of incorporating AI into human resources is to enhance the efficiency and speed of administrative tasks, such as drafting job descriptions, identifying key skills in resumes that align with job requirements, and managing financial responsibilities.

However, the human touch remains crucial in this field. AI can complement our workflows, which is something our team is excited about.

What’s your favorite career advice you’ve ever received? Why?

Dawson: Throughout my career in human resources, the most valuable advice I’ve received is that organizations should prioritize their people, as this builds connection and encourages growth.

In particular, companies should concentrate on three key areas: employee engagement, professional development, and continuous improvement. Focusing on these areas helps employees feel valued and proud of their contributions, allows junior team members to learn from more experienced colleagues, and provides more opportunities for employees to make mistakes and learn from them.

What book or podcast would you recommend to our community of leaders trying to build better workplaces?

Dawson: There are many strong HR industry voices. We’re lucky to be surrounded by a plethora of tools such as podcasts and books to learn from others on what’s worked in their organization, and what hasn’t.

I’ve recently developed a liking for Dr. Vance Molinaro’s “Lead the Future — Leadership Accountability” podcast, which features global leaders on how they tackle the hard topics of today so that leaders can be their best, build strong teams, and create inspiring cultures that help businesses thrive.

What about your job makes you excited to come to work each day?

Dawson: Being part of a company that continues to grow while fostering a strong culture based on simplicity, transparency, and entrepreneurship. It is inspiring to see our core values reflected in everyday work and how we support each other as a team. I’m proud of the recognition we have received through our Great Place To Work® 카지노커뮤니티™ in the U.S., France, and the Netherlands for several consecutive years, as well as achieving certification in Mexico for the first time. This highlights our commitment to building a positive and inclusive workplace.

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Dawson: Company leaders, particularly those with managerial roles, place a higher emphasis on kindness and empathy.

We often hear that poor treatment by supervisors is a major factor in high employee turnover. Yet, some companies still keep toxic employees to safeguard their bottom line. 카지노 커뮤니티 추천 must ensure that all supervisors treat their employees equitably and with respect at all times.

Want to join the conversation? Email Ted Kitterman to learn more about participating in our profiles series.

How a Focus on Fairness Guides DVL Group’s Christy Magee

2024-07-01T07:00:01-04:00

As an HR leader of a 150-person firm, Magee shares insights on what has 94% of employees saying the company is a great workplace.

Most companies struggle to create a workplace that employees believe is fair and equitable.

It’s also one of the ways companies have struggled in the post-pandemic era amid a rise in remote and hybrid work.

For leaders like Christy Magee, senior director of HR, DVL Group, Inc., the importance of fairness was one of the big lessons of the pandemic.

We spoke with her about her journey in the HR field and her insights into the future of work for the latest in our “How I Got Here” series.

Here’s what Magee shared about why she loves her job, her favorite career advice, and what she would love to change about the workplace today:

What was the hook that first got you interested in workplace culture?

Magee: Studying the Hawthorne effect in social psychology in my sophomore year at LaSalle University! I loved the idea that something as simple as lighting, pay, or work breaks could increase productivity, therefore increasing profits.

I decided then I wanted to go into organizational behavior. Twenty-five years later, I am still here!

What has been the biggest challenge you faced in your career when trying to build a great workplace culture?

Magee: Different companies along the way have led to different challenges. At DVL, when I first started, we were dealing with a recent unsuccessful acquisition. Challenges included different handbooks, policies, procedures — even holidays were different for both companies!

They never integrated the people aspect. Building a relationship with the right decision-maker and getting all of those things streamlined helped create a sense of fairness, caring, and integrity.

What is the No. 1 lesson you have learned about what it means to be a great workplace in a post-pandemic environment?

Magee: Fairness. I was blessed with a culture at DVL that already embraced work-life balance prior to March of 2020. Work is a “verb” not a “place” at DVL. It was about finding the right balance after June 2020 on who needs to be in the office and for how many hours per week to stay successful in our collaborative culture.

The “Hybrid Workplace Policy” put in place in June 2020 still exists to this day and balances the needs of business collaboration and work-from-home desires.

How do you think AI will change your work? Are you excited for those changes?

Magee: AI, like all tools we use, needs to be used with care. I am cautiously optimistic that it will assist HR teams in new ways by simplifying current HR processes. We tend to overcomplicate processes. This is a way to simplify it.

What’s your favorite career advice you’ve ever received? Why?

Magee: I started out in operations and was managing a team. My manager happened to walk in my office on a bad day. He was walking up behind me and said, “I can tell by the back of your head that you are in a bad mood. Also, by how down your team is in the front office.”

It was like a light bulb going off that my bad mood impacted the whole team and I had no idea. He told me to get up, walk away, and take a break to talk to him about what’s going on. It was a good lesson in reaching out when you need help. If you are not a team of one, don’t act like it! Talk problems through with your team and mentors. You are not alone.

What’s a recent book or podcast you loved that you recommend to our community?

Magee: There are a lot of new books out there. I recently took a group of new leaders through the “Strengths Finder” book and test. They really got a lot out of what their leadership strengths are that they were unaware of.

We are also reading “4 Essential Keys to Effective Communication” to help us with those tough conversations, in and out of work.

What about your job makes you excited to come to work every day?

Magee: In a nutshell? Problem solving. Whether it’s a filling a gap with the best applicant, listening to a co-workers concern, strategy planning, streamlining processes, or helping a new hire with questions, I truly love being a “resource” to humans.

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Magee: Improving mental health. At this moment, my mobile phone is ringing, text messages, emails and IMs are also ringing. How can we expect ourselves to continue to mindfully work with so many interruptions of our day?

I love that these different forms of communications exist, but the multi-tasking required to tend to all of them while doing our jobs safely and effectively wears down our mental health.

Want to join the conversation? Email Ted Kitterman to learn more about participating in our profiles series.

Mr. Cooper Group’s Kelly Ann Doherty on the Importance of Flexibility at Work

2024-05-15T07:00:48-04:00

The chief administrative officer for the No. 44 company on the Fortune Best Workplaces in Financial Services & Insurance™ List in 2023 shares her insights.

What are the ways companies can increase flexible work options for employees?

The COVID pandemic revealed how flexible many companies can be with workplace location and telecommuting. However, there are other ways companies can embrace flexibility — especially around scheduling.

That’s one of the big opportunities Kelly Ann Doherty, chief administrative officer at Mr. Cooper Group Inc. shared with us in the latest conversation for our “How I Got Here” series.

Here’s what she shared about the potential for AI, career advice, book recommendations, and why it feels so good to help build a great workplace:

What was the hook that first got you interested in workplace culture?

Doherty: My career journey started in communications, and as a storyteller, I am naturally drawn to the people aspect of what makes a company tick. Understanding the people side of the business evolved into a true passion for building a culture where team members are engaged and have the resources and space to be their best selves.

카지노 커뮤니티 추천 have the opportunity to positively influence their team members’ lives both inside and outside of the workplace, and I enjoy being able to contribute in that way in my current role.

What has been the biggest challenge you faced in your career when trying to build a great workplace culture?

Doherty: I think many of us can agree that the COVID-19 pandemic posed challenges to workplace culture.

카지노 커뮤니티 랭킹 team member engagement was soaring pre-pandemic, but we relied heavily on our ability to connect in person for celebration and collaboration. As we hit the start of remote work, we had to pivot how we approached our culture, and we focused more on behaviors and building policies that inspired trust and flexibility.

This proved to be a culture enhancer for us, and I am so proud of the strong team engagement we see today in a home-centric environment.

What is the No. 1 lesson you have learned about what it means to be a great workplace in a post-pandemic environment?

Doherty: A great workplace environment is more than parties and free snacks. Building a culture that places trust in your team members at the forefront is key. This trust can show up as flexibility in where and when you work and how leaders and their team members foster relationships.

How do you think AI will change your work? Are you excited for those changes?

Doherty: I’m excited about the potential of artificial intelligence to help eliminate the more administrative tasks in the workplace. This would free up leaders and team members to focus more on creativity, imagination, and communications skills. With less time being spent on mundane tasks, people will have more time, thought, and energy available for problem solving and the interpersonal dynamics that are so important to keeping teams engaged and thriving.

What’s your favorite career advice you’ve ever received? Why?

Doherty: My dad always said the famous quote: “With great power comes great responsibility.” This advice has stuck with me and rings true as I have grown in my leadership journey.

As a leader, and particularly for those in the C-suite, the decisions you make have a direct impact on your company and team members. I keep these words close in my thoughts every day, as I focus on ensuring the experience of our people continues to be front of mind for me.

What’s a recent book or podcast you loved that you recommend to our community?

Doherty: I highly recommend the book “The Heart of Business” by Hubert Joly. This book helps you understand workplace culture from a CEO perspective and how connecting culture to positive business outcomes is a real game changer.

What about your job makes you excited to come to work every day?

Doherty: I am honored to be in my role at such a great company, and just knowing that the work I do to drive our culture and the team member experience can have such a positive impact on our people is what gets me excited every day. And to be a bit cliché, I honestly enjoy working with the amazing, smart, and hard-working people on my team. They truly are the best!

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Doherty: I think we need to continue to evolve when it comes to flexibility. We should focus not just on being flexible on where our teams work but also allow for greater flexibility in time. As an example, providing working parents with more flexibility on when, where, and how much they work helps to reduce child-care costs and better balance professional and parental obligations – leading to happier team members.

Want to join the conversation? Email Ted Kitterman to learn more about participating in our profiles series.

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Network with peers at one of our live events. 카지노 커뮤니티 랭킹 next For All Summit™ is April 8-10 in Las Vegas.

New Western’s Rahul Yodh on the Importance of Culture for Recruiters

2024-04-11T07:00:07-04:00

The vice president of talent acquisition at No. 23 on the Fortune Best Workplaces in Real Estate list in 2023 talks about flexibility, AI, and the power of curiosity.

For talent acquisition pros and recruiters, the value of workplace culture is inescapable.

It’s easier to recruit the best talent when you can tout a best-in-class experience. When your employees are willing to be ambassadors on your behalf, they can become your best recruiters. Referrals and nominations are invaluable assets for companies scaling their workforce.

We spoke with Rahul D. Yodh, vice president of talent acquisition at New Western about his work to support employees at the No. 23 company on the Fortune Best Workplaces in Real Estate™ list in 2023.

Here’s what he shared with us about his career journey, lessons from the pandemic, advice for others building high-trust workplace cultures, and more:

What was the hook that first got you interested in workplace culture?

Yodh: With a background in talent acquisition, the hook that drew me into workplace culture was simple: It was easier to attract and retain high-performing talent to organizations that did workplace culture right.

As I delved deeper into understanding what made a great workplace culture, my curiosity transformed into a pursuit of knowledge. I sought opportunities to learn and experiment with strategies for cultivating, fostering, and harnessing a positive workplace environment.

Today, my journey has brought me to New Western, where my responsibilities encompass talent acquisition, human resources, and learning. I’m committed to leveraging my experience to craft an environment that embodies our values of social connection, high performance, and cohesion. I firmly believe that a strong workplace culture attracts top talent, enhances employee satisfaction, boosts productivity, and drives organizational success.

What has been the biggest challenge you faced in your career when trying to build a great workplace culture?

Yodh: One of the most significant challenges I’ve encountered in my career when striving to build a great workplace culture is the resistance to change and deeply ingrained behavior within organizations.

To overcome this challenge, I realized the importance of taking a patient and strategic approach. I began by fostering open communication channels and transparent discussions to address concerns and gain buy-in from key stakeholders. By actively listening to employee feedback and involving them in the decision-making process, I was able to gradually build trust and alignment towards our cultural goals.

Implementing incremental changes proved to be effective in breaking down resistance and generating momentum for cultural transformation. We celebrated small victories along the way, reinforcing the positive impact of each change and encouraging further adaptation.

Additionally, I recognized the importance of data in objectively measuring our progress. We implemented systems to collect and track relevant metrics. These data points provided valuable insights into the effectiveness of our initiatives and guided our ongoing efforts to shape a thriving workplace culture.

Join the ranks of top workplaces like New Western by using the Trust Index Survey and insights from Great Place To Work

What is the No. 1 lesson you have learned about what it means to be a great workplace in a post-pandemic environment?

Yodh: The foremost lesson I’ve gleaned about being a great workplace in a post-pandemic environment is the imperative of recognizing and adapting to the profound shifts that have occurred.

It’s clear that the strategies and norms of the pre-pandemic era are no longer sufficient. As we navigate this new landscape, it’s crucial to prioritize flexibility and empathy. At our organization, we’ve implemented a range of initiatives aimed at supporting our employees in this regard. This includes offering remote work arrangements and curated opportunities to meet and collaborate in person.

Ultimately, we view this commitment to flexibility and empathy as not only essential for the well-being of our employees but also as a strategic advantage in our pursuit to constantly increase our talent density.

How do you think AI will change your work? Are you excited for those changes?

Yodh: I am excited about what AI is going to bring to our work. I envision AI helping to enhance, support, and enable our workforce to be better and more efficient. In fact, we have already started to embrace AI as a tool in our toolbox.

Last year we implemented an AI tool that helps our recruiters focus on having an engaging conversation with candidates instead of being distracted by feedback forms and note taking. This has resulted in a better candidate experience and higher quality outcomes.

What’s your favorite career advice you’ve ever received? Why?

Yodh: “Be curious.” This advice resonates with me because it emphasizes the importance of maintaining a curious mindset throughout one's career journey.

By being curious, I continuously seek out new knowledge, experiences, and perspectives, fostering personal and professional growth. Curiosity encourages me to ask questions, explore new ideas, and challenge the status quo, ultimately leading to innovation and success in my endeavors. It’s a reminder to approach every opportunity with an open mind and a thirst for learning.

What’s a recent book or podcast you loved that you recommend to our community?

Yodh: Book: “Powerful: Building A Culture of Freedom and Responsibility” by Patty McCord. Podcasts: “Talk Talent To Me” hosted by Rob Stevenson and “The Breakthrough Hiring Show” hosted by James Mackey.

What about your job makes you excited to come to work every day?

Yodh: I absolutely love the challenges associated with hypergrowth and scaling. Each day is different, each challenge is a learning experience.

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Yodh: It would be to foster a culture of continuous learning and development for all team members. Investing in ongoing education and skill enhancement not only benefits individuals in their careers but also enhances organizational agility and innovation.

By prioritizing learning and development, workplaces can adapt more effectively to change and empower employees to reach their full potential.

Want to join the conversation? Email Ted Kitterman to learn more about participating in our profiles series.

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Ascent Resources’ Cheri Shepard on HR’s Role as a Problem Solver

2024-02-28T07:01:57-05:00

The HR leader at the Oklahoma-based mining company shares career lessons and workplace strategies.

How can HR build value and influence withing the C-suite?

Cheri Shepard, vice president of Human Resources at Ascent Resources Management Services, LLC, shares career advice that she says has been instrumental in her rise into leadership roles: Be a problem solver, not just an problem finder.

We spoke with Shepard about her career, lessons learned from her efforts to build a great workplace, and advice she had for colleagues at other companies in the latest edition of our “How I Got Here” spotlight series.

Here’s what she shared about her work and where she sees the future of HR and workplace culture trending:

What was the hook that first got you interested in workplace culture?

Shepard: My very first job had a great culture and I believe the general manager played a big part in this. He made it a point to see and speak with everyone. He took time to get to know you as a person and he knew when you were having an good day or a bad day and made it his business to find out why.

This stuck with me and the second chapter of my experience was good in the sense that it showed me what I didn’t want to do. Working in a subsidiary was restrictive and controlled, with everything prescribed by corporate. There was not much room for creativity or making changes. I knew after this experience what type of workplace culture I wanted to foster in the future.

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What has been the biggest challenge you faced in your career when trying to build a great workplace culture?

Shepard: Creative, progressive ideas are not always accepted when first introduced. I’ve learned to be patient and socialize them over time by introducing them in phases for the sake of progress.

My goal is to strive for excellence, even it means making small incremental changes.

What is the No. 1 lesson you have learned about what it means to be a great workplace in a post-pandemic environment?

Shepard: If it wasn’t clear before the pandemic, it became abundantly clear during the great resignation that followed: Having a great workplace culture plays a significant role in retention!

How do you think artificial intelligence will change your work? Are you excited for those changes?

Shepard: AI has the ability to improve efficiency and I have always been excited about efficiency and eliminating waste. So, yes, I want to see what AI can add to HR.

What’s your favorite career advice you’ve ever received? Why?

Shepard: I worked for a Japanese-owned company earlier in my career. I once overheard the president telling a manager: “Don’t just bring me problems; take the extra step and provide solutions for consideration as well.”

I’ve remembered this and never present a problem/issue to my manager without thinking ahead and providing workable solutions for discussion. I also request this from my direct reports as I feel this helps them to truly take ownership and helps us work together towards a common solution.

What’s a recent book or podcast you loved that you recommend to our community?

Shepard: My favorite go to book for the workplace is “The Great Workplace” by Michael Burchell and Jennifer Robin. I read this book many years ago and have reread it a couple times because it is chock-full of best practices for creating a great workplace.

What about your job makes you excited to come to work every day?

Shepard: I feel excited about the opportunity to use my skills to impact (or potentially impact) the lives of our employees. Each day I work towards a healthy work environment, fair compensation, access to generous benefits and opportunities for development and advancement for our employees, and I love it!

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Shepard: I would like to see a shift where employees look forward to coming to work and it’s not just a paycheck for them. I want our employees to enjoy their work and careers which provide them with purpose and passion and not work solely for a means to make ends meet.

I enjoy coming to work because I’m excited to use my skills to help impact the lives of others. My wish is that every worker feels as I do at their own jobs.

Want to join the conversation? Email Ted Kitterman to learn more about participating in our profile series.

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The Value of Human Connection at Work With Camden Property Trust’s Cindy Scharringhausen

2024-02-05T07:01:25-05:00

This HR leader sees interpersonal connection as the most valuable asset for workplace culture — something that AI won’t replace anytime soon.

After the pandemic, many leaders see the need to rebuild connections between colleagues and departments.

Hybrid and remote work have frayed the social fabric of organizations that were built on everyday in-person interaction. In the current landscape, HR leaders that can foster stronger connections between employees across the organization are invaluable.

Cindy Scharringhausen, senior vice president, human resources at Camden Property Trust, spoke with us about the importance of building connection in 2024 as part of our “How I Got Here” series.

Another bonus that comes from focusing on human connection? It’s a job that artificial intelligence (AI) can’t replace.

What was the hook that first got you interested in workplace culture?

Scharringhausen: Coming from a large family of seven siblings, my upbringing naturally piqued my curiosity towards figuring out people — understanding what fosters positive dynamics and what doesn’t. This naturally drew me to focus on workplace culture.

The complex elements of a great culture have always intrigued me, and I am interested in trying to understand the dynamics of individuals. Growing up in a big family served as a personal training ground where I could hone my ability to grasp the uniqueness of each person and further fuel my passion for understanding and influencing people dynamics.

Meet inspiring leaders like Cindy at our next For All™ Summit April 8 - 10, 2025 in Las Vegas

What has been the biggest challenge you faced in your career when trying to build a great workplace culture?

Scharringhausen: Creating a great workplace culture is a collective effort that extends beyond individual contributions. It is a long-term endeavor that requires sustained attention.

The primary challenge lies in ensuring that every team member understands their role in fostering the culture. The interactions among team members, including peers, hold equal significance in shaping the culture, alongside the actions of top leaders.

Overcoming this challenge involves emphasizing the understanding that actions speak louder than words and sharing a commitment to sustaining and continuously improving the workplace culture.

What is the No. 1 lesson you have learned about what it means to be a great workplace in a post-pandemic environment?

Scharringhausen: The big takeaway post-pandemic is the significance of fostering interpersonal connection in the evolving work landscape. The new emphasis lies in understanding how to forge these connections in a dynamic work environment.

Establishing genuine connections within teams and between team members and their supervisors is a key factor. It involves learning about their work experiences, expressing appreciation, and seeking to understand.

This requires intentionality and isn’t always easy, but the results lead to increased employee engagement.

How do you think AI will change your work? Are you excited for those changes?

Scharringhausen: I am excited about the potential of AI to augment and elevate customer support through initial assistance to both customers and employees.

While AI brings incredible capabilities to various aspects of business, I believe it cannot replace the essential human interaction that builds trust and fosters loyalty. As AI continues to play a more prominent role in business, it becomes imperative to establish and foster connections between individuals, teams, managers, and leaders.

For those overseeing teams, understanding the individual needs for engagement is crucial. Even if AI provides solutions, there is a need to prioritize coaching and mentorship for transfer of information, ensuring growth and development in the workplace.

What’s your favorite career advice you’ve ever received? Why?

Scharringhausen: Early in my career, I received sage advice from my mentor: to hire the best, most talented individuals out there and not be intimidated by their strengths and brilliance.

I’ve carried that advice with me throughout my career. You have to be confident in what you bring to the table before you can be confident in hiring people who may be smarter than you or may even be given opportunities in the organization that are not provided to you.

Hiring the best and the brightest, actively listening to them, and offering them growth opportunities helps cultivate an environment where they feel empowered to do their best. That’s my responsibility to Camden team members. Helping others achieve their goals is the best strategy I can think of, not only for the individual but also for the organization.

What’s a recent book or podcast you loved that you recommend to our community?

Scharringhausen: I would recommend “Nine Lies About Work” by Marcus Buckingham.

The book is thought provoking and truly relevant to getting a distinct perspective on what drives the employee’s experience and therefore positive or negative engagement. As a result of this book, we have eliminated the annual performance evaluation and replaced it with a model that is set to foster the relationship between the employee and their direct manager — creating more dialogue and connection than a formal once a year process.

What about your job makes you excited to come to work every day?

Scharringhausen: I love nurturing Camden’s strong commitment to our team members and sharing how that translates into an exceptional employee experience. This is the best job ever!

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Scharringhausen: I wish that everyone could experience the empowerment and positivity that a great work culture provides.

Want to join the conversation? Email Ted Kitterman to learn more about participating in our profiles series.

Find your community

Connect with other leaders looking to build a great place to work for all by attending our 2024 For All™ Summit, April 8-10, 2025 in Las Vegas, NV.