Mon, 19 February 2018
The Future Of Work & Security: Smart Buildings, Using Technology To Attract The Next Generation Of Workers And Dealing With Threats
Tracy Reinhold is currently the Chief Security Officer at Fannie Mae, a role he has held since 2015. Prior to working for Fannie Mae, Tracy spent 22+ years working for the FBI, first in the Intelligence Program in areas such as counter-terrorism and national security, and then as an FBI career agent.
With between 10,000 to 12,000 employees, the Federal National Mortgage Association (FNMA), commonly known as Fannie Mae, is a United States government-sponsored enterprise and, since 1968, a publicly traded company. Founded in 1938, the corporation's purpose is to expand the secondary mortgage market by securitizing mortgages in the form of mortgage-backed securities, allowing banks to reinvest their assets into more lending and in effect increasing the number of lenders in the mortgage market by reducing the reliance on locally based savings and loan associations. Its brother organization is the Federal Home Loan Mortgage Corporation (FHLMC), better known as Freddie Mac.
According to Reinhold, every company is a technology company today. It doesn’t matter what your core business is, whether it is in finance, logging or retail, it is bettered by technology
At Fannie Mae the security system is complex. For example, they have sensors on all their floors to figure out the most traveled patterns in the building so they can figure out the best evacuation routes or occupancy plan. This is beyond the usual idea of security functions within a company.
Security is a cost center for any company. It’s not adding money to the bottom line, as opposed to what it really does - take money away from the bottom line. So in order to be viable, you have to think about what sort of technology can be leveraged to protect the building. Or consider how it will also enhance the building operation. Ask how could this better utilize the space that the core business is currently using?
Something else going on at Fannie Mae is to leverage technology to enhance access control to what they consider critical spaces. For example, to reduce a company’s security force. If a turnstile that allows one to reduce 3 shifts of security personnel, the initial investment of $65,000 for that turnstile is quickly offset. So when one makes a pitch to the C Suite, you need to articulate how you will make a return on that technology investment.
When asked if he is worried about the use of increasing technology, Reinhold says, “I am not worried, I’m aware, and I think that is the difference”.
What you will learn in this episode:
Sun, 18 February 2018
Companies like Google, Netflix and Facebook have great perks and workspaces, but just trying to copy and paste their ideas into your company will not get you very far.
There has been a lot of talk over the past few years about the unique and impressive things that companies like Google, Netflix and Facebook have implemented. These companies have some great employee perks such as free food, massages, work flexibility and unlimited sick days. They have fun and exciting workspaces that include rock climbing walls, breathtaking views, on site gyms with trainers, open floor plans and napping pods. A lot of company leaders see what Google, Netflix and Facebook are doing and they feel they have to do the same to attract and retain their people, but this is a horrible idea.
The fact is, companies like Google are not making these decisions on a whim, so neither should you. They are implementing these things based on people analytics, data, research and studies.
The truth is there is no secret to figuring out what perks and benefits to offer your employees. If you want to create an organization where people genuinely want to show up to work you just have to ask your people and listen to them. Focus on what makes your company unique; what are your values, what are your goals, what do your people care about? Trying to be like Google kills what makes your organization special. So instead of trying to copy and paste from Google, try figuring out what is important to your organization and to your people before implementing perks, benefits or a new workspace.
Direct download: why_your_organization_should_stop_being_google_podcast.mp3
Category:Business -- posted at: 10:27pm PST
Mon, 12 February 2018
Cisco's Chief People Officer Returns To Discuss The Importance Of Being Hungry To Learn, How We Can Foster Risk Taking, And How Cisco Is Creating Killer Employee Experiences
Francine Katsoudas is the Senior Vice President and Chief People Officer of Cisco. She plays a major role in the company's overall performance, leading organizational strategy, promoting operational effectiveness, and elevating team performance through innovative leadership.
A 20-year veteran of Cisco, Katsoudas has extensive experience leading organizational transformations. Prior to her current role, she was the HR leader and business partner to the Engineering leadership team helping oversee its workforce of more than 25,000 people. She has also held leadership positions in the Service Provider, HR Operations, Customer Service, Acquisition Integration and Services groups.
A new venture at Cisco this last year was Leader Day. One day brought 8500 leaders together both in person and remotely, around the globe in 7 locations and it included leaders that report to CEO. Leader Day was meant to create a community for the 8500 people striving to be better and it was developed due to desire to align expectations for leaders . The event started with everyone listening to the same keynote speaker and scenarios. After that the entire group of 8500 were then divided into groups of 10 and each group had exercises that they discussed based on those scenarios.
Cisco looks at 3 pillars within the talent strategy:
In addition, Cisco has identified 11 'Moments that Matter’. Identifying the concept of ‘moments that matter’ has led to managers becoming more thoughtful about issues surrounding these types of moments. It has also driven a new level of appreciation.
What you will learn in this episode:
*Check out previous podcast with Jacob and Francine to learn even more about this subject!
Fri, 9 February 2018
It is quite common for people to worry about technological advances such as AI, Automation and self-driving cars. And while these changes are coming, it won’t happen overnight.
The impacts of technology are all around us. You don’t have to go far to hear a conversation about how technology is shaping the future of work and the way that we live. You can see it on television, you can read it in the newspaper or in online blogs, you can hear it on the radio--it really is all around us.
The subject of technology is usually at the forefront of any conversation about changes in our world such as AI, automation, the Internet of Things, robots, self-driving cars, etc… A lot of times people are quick to panic when these subjects are brought up. They worry about automation taking over jobs, they worry that self-driving cars will be dangerous, they worry that robots will become too advanced.
But it is important for us to remember that there is more to these changes than just the technology. Just because we have the technology in place to create these things doesn’t mean that they can be implemented tomorrow. There is a lot more that has to happen aside from the technological ideas and know-how.
Other things that have to be considered before things are implemented are rules and regulations, ethical issues, culture, society and the environment. For example, we have to have rules in place that will help a self-driving car make critical decisions in the case of an accident. Also, before something can be widely implemented humans have to be comfortable with the idea of using the technology. There was a time when Airbnb or Uber probably wouldn’t have been accepted by people, for example.
Don’t get me wrong, the changes brought on by technology are inevitable and they will keep coming. But we need to remember that we aren’t going to wake up tomorrow and all of a sudden be living in a whole new world; these things take time.
Direct download: Technology_Alone_is_Not_Enough_to_Change_the_World_podcast.mp3
Category:Business -- posted at: 9:08am PST
Mon, 5 February 2018
The Transformation of Weight Watchers: How They Are Investing in Employee Experience, Updating Their Brand and Fostering a Sense of Community Inside and Outside of Their Company
Kimberly Samon is the Chief Human Resources Officer at Weight Watchers. She has more than 20 years of HR experience in the Retail industry. Previously Samon was at KSL Advisory Services, a private Corporate Strategy and Human Resources Consulting firm providing expertise to companies on all facets of their business. Before assuming that position, she held top HR and Strategy executive roles with Simmons Bedding Company, Frito-Lay, HQ Global Workplaces, Lacerte Technologies, and Kinko’s (now FedEx Office).
Samon holds a Bachelor’s degree in Industrial and Labor Relations from Cornell University, a MBA in Management from Mercer University, and a JD with a focus in Labor and Employment Law from Stetson University.
Weight Watchers started in 1963. With over 18,000 employees, it is the world’s leading commercial provider of weight management services, operating globally through a network of Company-owned and franchise operations. In the more than 50 years since its founding, the company has built its business by helping millions of people around the world lose weight through sensible and sustainable food plans, activity, behavior modification and group support.
Weight Watchers has gone through a major transformation over the past several years. When Samon started working there the industry was in turmoil, but they have found a way to refocus their brand and in turn they have seen the company return to success. It started as a company that was solely focused on weight loss, but now it is a company that looks at the overall well-being of their clients. It is not just about losing weight, it is now about being your healthiest self--physically, mentally and emotionally.
Samon believes that instead of thinking of work-life ‘balance’, it is important to think of it as work-life ‘integration’ – we need to give ourselves permission to not work 24 hours a day. For instance, Samon will go to events during her children’s school day but then will work later in the evening.
What will leadership skills look like in 2025? The fundamentals like communication will remain the same and results orientation is always going to be fundamental to organizations. Now people want to be attached to a purpose, and a meaningful mission. So how people show up may change but fundamentals won’t change.
Samon’s advice for employee skill sets are to have technology skills, be agile – as a way of thinking. and have the ability to collaborate.
What you will learn in this episode:
Mon, 29 January 2018
The Psychology Of Work: How Loss Aversion Can Be Applied In The Workplace, How To Drive Behavioral Change, And Influence VS. Free Will
Jordan Birnbaum is the VP and Chief Behavioral Economist at ADP. In his role, he is responsible for the integration of behavioral economics into software design and marketing communications of new talent-based products. Birnbaum has more than 20 years experience as a start-up specialist and entrepreneur, as a Founder / Senior Vice President at Juno Online Services and Founder / CEO of The Vanguard, Los Angeles. He holds a BS from Cornell University and a Master’s degree in I/O Psychology from NYU.
ADP – Automated Data Processing - began in the 1950’s. It is a Fortune 500, company with 50,000 employees worldwide. 1 out of 6 people gets paid by ADP. They have adapted and evolved to look at down the road at the art and science of providing payroll.
“Behavioral Economics is putting ‘would’ in front of ‘should’”. The idea is to improve the predictions of human reactions to just about anything. Being able to define ‘the should’ is critical.
When it comes to loss aversion, “human beings are twice as motivated to avoid a loss as we are to secure a gain.” So it is twice as motivating to avoid losing $100 than it is to gain $100. The impact of gaining it is only half as impactful.
How can managers and leaders apply this in a company? Through communications.
An example of Loss Aversion:
Trying to get people to participate in leadership development programs. Two sentences and understanding how to frame:
Changing just 2 words makes the second sentence twice as motivating as the first. So understanding how to frame things relative to what we stand to lose versus what we stand to gain is often the difference between success and failure.
Birnbaum’s advice to listeners is to realize that ‘should’ is not a very good predictor and he says behavioral economics is a great party topic!
What you will learn in this episode:
Mon, 22 January 2018
Why Diversity And Inclusion Matter, The Difference Between The Two And How You Can Start Building A Diverse And Inclusive Company Today
Celeste Warren is the Vice President of Human Resources and Global Diversity and Inclusion, Center of Excellence at Merck. In this dual role, she has responsibility for the strategic and operational Human Resources support of Merck's Global Legal, Compliance, Communications, Population Health, Patient Health and Global Public Policy Organizations.
She is also responsible for working with Merck’s global leaders to advance and embed diversity and inclusion as a strategic approach to maximize business performance and create a competitive advantage. Warren is extremely passionate about D&I and she has received numerous awards for her work including Diversity Global’s 2017 Influential Women in Diversity award and most recently she was named one of the 21 Leaders for the 21st Century.
Merck is a pharmaceutical organization that makes drugs, operating in about 140 countries with about 60,000 employees.
What is the difference between diversity and inclusion? Warren explains that diversity is simply our ‘differences’. For example: men/women, Black, White, Latino or a disability that is not visible, whether someone is married or single, genetic differences, and in general, what difference someone identifies with.
Inclusion, on the other hand, is creating a culture that allows all people to ‘bring themselves into work’.
When you have employees with differences within the organization, how do you create a culture of inclusion that allows them to be able to bring themselves into work? We have to find out whatever people identify with - so they can be productive. We also have to ensure that people aren’t marginalized and that their ideas are received and considered, to contribute to the success of the organization.
There are four diversity ambassador teams at Merck that look at D/I.
The first is employee business or affinity groups. There are 10 groups in Merck that come together once a month to talk about issues within organization to be the voice of organization.
The second is their global diversity and inclusion business consortium. This group focuses on how business leaders need to do their job through the lens of D/I and so they learn from each other
The third is the global diversity and inclusion extended HR leadership team who ensure that work is done with the lens of D/I
And the fourth group’s focus is on creating a culture for employees with disabilities.
Advice for managers to be more aware of Diversity & Inclusiveness
Warren’s advice for individual employees is to understand your own biases, come into the workplace and talk with your peers about it – bring in an article, get together with others and talk about things happening, have a conversation with your manager and join an employee affinity group. Get involved and be a leader.
What you will learn in this episode:
Thu, 18 January 2018
A study about satisfaction carried out by a professor of psychology gives us something to think about in the workplace.
How can we translate this phenomenon into the workplace? A lot of times the relationship we have with our organizations tends to stay very transactional. When we first get the job our satisfaction levels are high, we are excited, expectant and happy. However, as time goes on we tend to become more and more dissatisfied with our jobs. We get bored, disconnected and burned out.
Organizations need to find a way to allow employees to feel as if they have purchased an experience--as if they have climbed a mountain or gone skydiving. They need to find a way to help employees get that feeling of increased satisfaction as time goes on. If organizations could do this successfully, think of what that would do to the way we work, the way we feel and the way we live. What do you think? How do you think organizations could fix the way we view work?
Direct download: the20future20of20work20is20employee20experience20midweek20podcast.mp3
Category:Business -- posted at: 1:42am PST
Mon, 15 January 2018
Chip Heath, PhD. is the Professor of Organizational Behavior in the Stanford Graduate School of Business. He is also the co-author (along with his brother, Dan) of Made to Stick: Why Some Ideas Survive and Others Die and a new book, The Power of Moments: Why Certain Experiences Have Extraordinary Impact.
The Power of Moments looks at defining moments. Defining moments are those that stand out in the flow of experiences. In life, there are probably a half of dozen ‘moments’ that stick out. For example, when you meet the person you will marry or have big moments in your career. But you also have smaller moments – like times on a vacation.
Defining moments can be good or bad times. One example of a bad defining moment is when basketball player, Michael Jordan was in high school. He tried out for the varsity basketball team but did not make the team and was instead place on the lower, junior varsity level team. This was a defining moment for him. So, throughout his life, when he has gone through tough times, he would remember seeing his name on the list for the less prestigious team. That memory would drive him.
4 Elements of Defining Moments:
In an organization it would be a promotion - if it came with a celebration in some way.
In the workplace, if you can provide insights to clients then they will love you. “Often what people want from us is a level of insight rather than comfort or pleasure.”
“Connection requires a level of depth that we don’t often get to in the workplace.” But when we get to that level of depth it’s amazing that we can get to it very quickly.
Heath says there are two reasons why don’t we praise people enough. First of all, we think we are doing it. We ‘feel’ positive towards employees and we think we’ve said, ‘nice work’. It takes discipline to articulate the words.
Also, it is surprisingly embarrassing to say positive things directly to someone face to face.
If organizations can take the time to look at the four elements of defining moments and figure out how to create powerful and impactful moments for their people, the results can be astounding.
How can your organization take the first step to creating “Powerful Moments”?
What you will learn in this episode:
Wed, 10 January 2018
Now more than ever employees are looking for a sense of purpose and meaning in their work. But where does that purpose come from--the worker or the organization?
There is a story about President Kennedy visiting to NASA in the 1960s. While he was visiting he was walking down a hallway and saw a man who was carrying a broom and a bucket and Kennedy asked the man what he did at NASA. The man, who was a janitor at Nasa, replied, “Sir, I help put a man on the moon”.
That story has been told and retold because it is a great example of the importance of having a sense of purpose in the work that we do. But where does that sense of purpose come from? Is it something that the organization is supposed to provide for you or is it something that the employee is supposed to come to work with?
I think the answer is that it is partially the responsibility of both parties to create. I believe that the organization needs to help employees connect what they are doing to the impact they are having in a way that helps them see how they are changing the organization, the community and the world. Organizations can do this through stories, through helping employees feel like they belong at the company and giving them opportunities to grow and advance.
But it is also partially the responsibility of the employee. The employee cannot just show up to work and assume the organization is going to hold their hand and do everything for them. Employees need to have an open mind, they need to find ways to contribute and they need to figure out why they are working for the organization in the first place.
The greatest sense of purpose comes when both the organization and the employee create and nurture that purpose and that mindset on a daily basis. Do you agree with me? Who do you think is responsible for creating a sense of purpose at work?