Scaling the leadership room

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Scaling the leadership room -

Defining leadership roles and recruiting the right talent

  • The most challenging part of executive hiring that’s rarely discussed is having a clear, and most importantly, aligned vision of the role/person/profile/values they bring. Knowing how often the word “alignment” is misused, it simply means: does everyone involved in the hiring process know what they are looking for? During one of my interview processes, the team shared the results of an internal survey conducted among the leadership team, managers, and ICs regarding their expectations for the Head of HR role.

  • What has worked so far — clear discussions, typed out JDs, edits lasting weeks, announcing hiring intentions to the entire company, pivoting as we met candidates, finding the right search partners (possibly 70% of success depends on this partner).

Setting up for success

  • This is a question I ask myself and others a lot — how are we making sure this room is set up to succeed?

  • What has worked so far — taking the first step, talking about enablement in this room, putting together feedback framework, typing out leadership principles, holding a space for the leadership team (could be through team meetings or offsite) to know each other at a more meaningful level, correcting and acknowledging misalignment

Executive role changes/transitions

  • Growth, expansion, business pivots require us to rethink leadership roles paving the path for internal or external transitions. This is the most challenging opportunity for all involved as we need to navigate individual careers, organizational trust, business continuity through relationships that we have built over time

  • What has worked so far - communication, communication and more communication with everyone involved and sometimes that involves the entire company ( with a curated approach); defining clear expectations and staying close to them

Build foundations for scale

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Build foundations for scale -

Scaling recruiting

Recruiting is an evergreen, cross-company effort. Yes, it sits under the People team to further the agenda on creating a high-performance culture. At the same time, this is one aspect of running an organization that each and every employee should get exposure to.

  • If done right, principles are really straightforward.

    • Design a business-led, goal-oriented and guided by instincts talent team

    • Establish transparent reporting of metrics to all leadership/functions to stay on course.

    • Identify company-level objectives to support effective hiring.

    • Align hiring practices within functional teams to drive value-oriented decisions.

    • Empower the talent team to be true business partners

From First Principles to execution on Performance Management

Learnings captured here

From First Principles to execution on Total Rewards

Learnings captured here

Catalyst to high performing culture

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Catalyst to high performing culture -

Building out relevant People and Culture metrics

It’s easy to calculate a long list of metrics, the key is determining what narrative needs influencing.

Is recruiting becoming perception led?

Is anxiety over employee turnover due to one function in the entire company?

Are we losing track of quality of hire?

Prioritize the story that’s the most relevant to business at that moment and utilize these metrics to report out.

Introducing OKRs to drive the right behaviors

We need to know what we are working towards and how will we get there to stay focused. That’s where OKRs (or any other goal cascade framework makes meaningful impact).

Supporting high performers/succession planning

People team plays a critical role in identifying high performers with business leaders and working to craft their future path/plan for succession

More here