The Talent Economy Podcast

T-Mobile's Chief People Officer Deeanne King shares how the company turns values into action and connects deeply with employees.Follow The Talent Economy Podcast on Staffing.com Hosted on Acast. See acast.com/privacy for more information.

HR leadership is the silent composer of a successful music industry. In this episode, Warner Music Group's Masha Osherova discusses leading a company filled with creative ambition and shaping the future of music with HR.One of the “big three” recording companies in the music industry, Warner Music Group operates in over 50 countries and represents major artists such as Red Hot Chili Peppers, Dua Lipa, and Ed Sheeran. In 2021, Warner Music Group won the Diversity in the Workplace accolade at the Women in Music Awards.As Executive Vice President and Chief People Officer, Masha Osherova has been instrumental in crafting a culture that matches Warner Music Group's creative aspirations. Since joining the company in 2006, Osherova has overseen all aspects of Warner Music Group's people functions worldwide.On the podcast, Osherova joins Toptal's Michelle Labbe to discuss curating a creative ecosystem that supports artists from breakthrough to stardom.Some Questions Asked:How does Warner Music Group support flexible work arrangements while continuing to foster an in-person creative culture among its employees?What innovative approaches has Warner Music Group taken to identify and attract top talent in a competitive industry?What music-related perks does Warner Music Group offer to its staff?In This Episode, You Will Learn:How a STEM education can provide the skills needed for success in HR.What challenges arise when trying to align the needs of creative professionals with the business objectives of HR.How to address employee mental health through proactive leadership.Links:Masha Osherova - LinkedInWarner Music Group - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy Podcast Hosted on Acast. See acast.com/privacy for more information.

HR leadership is evolving in the digital world. Upstart Chief People Officer, Becca Gelenberg, joins the podcast to discuss pioneering talent strategies that embrace AI, flexibility, and remote work. Upstart launched its AI-based lending platform in 2012 with the ambitious goal to improve access to credit for all. Its advanced technology helped the company win the 2022 National Association of Federally-Insured Credit Unions Services Innovation Award and earn a market capitalization of over $2 billion as a public company. With leadership experience from global tech companies including Google and HP, Gelenberg guides Upstart's innovative approach to work and recruitment while ensuring her HR strategies align with the company's business goals.Speaking with Toptal's Michelle Labbe, Gelenberg discusses her commitment to employee empowerment and how Upstart retains a competitive advantage as the AI marketplace grows increasingly competitive.Some Questions Asked:How do Upstart's HR management and business strategies differ from tech giants like Google and HP?Which AI tools does Upstart use for people operations and how does it impact the employee experience?How does Upstart's “digital-first” company culture differ from other hybrid models?In This Episode, You Will Learn:How a liberal arts background can help with HR management and analysis of employee performance.What to consider in a strategic HR plan for scaling a company.Why the shift to remote work may influence traditional workplace hierarchies and leadership perceptions.Links:Becca Gelenberg - LinkedInUpstart - LinkedInMichelle Labbe - LinkedInToptal - LinkedInStaffing.com Hosted on Acast. See acast.com/privacy for more information.

Founded in 1963, Comcast has grown into a leading global media and technology company with hundreds of millions of customers and viewers across its range of products and services. With its blend of innovative technology and captivating entertainment, Comcast provides a collaborative, forward-thinking work environment, which achieved ninth place on Fortune's “100 Best Companies to Work For” list in 2023.As Executive Vice President of Human Resources for the company's connectivity and platforms division—including Comcast Xfinity, one of the largest Internet providers in the US—Bill Strahan has been at the forefront of delivering an ambitious employee benefits package and ensuring Comcast continues to innovate. Drawing on his three decades of HR expertise, Strahan speaks to Toptal's Chief People Officer Michelle Labbe about the universal truths of his profession and how to lead the way with integrity.Some Questions Asked:How does Comcast contribute to fostering an innovative corporate culture?Why are Comcast jobs well suited for millennials and younger talent?How will AI innovation impact the HR function?In This Episode, You Will Learn:Why the most critical element of HR is “allowing people to reinvent themselves.”How Comcast's Project UP aims to achieve digital equity across the US.How Comcast chooses the employee benefits to include in its range of work perks, including tuition reimbursement, theme park tickets, pet insurance, and employee assistance programs.Links:Bill Strahan - LinkedInComcast - LinkedInMichelle Labbe - LinkedInToptal - LinkedInStaffing.com Hosted on Acast. See acast.com/privacy for more information.

Founded in 1973, the FedEx corporation has become one of the world's largest transportation companies. Delivering in more than 220 countries and holding a valuation of $90 billion, FedEx attributes its success to a simple philosophy of “People, Service, Profit.” These three words embody a cycle: Employees deliver on services that generate profits, and FedEx reinvests these profits into the workforce.Mike Lauderdale's understanding of the company's operations is invaluable. After 40 years at FedEx, he is currently serving as Vice President of Human Resources. In a conversation with Toptal Chief People Officer, Michelle Labbe, Lauderdale explains how the company culture has changed during his time with FedEx, and how it has maintained its people-centric mantra amid a rapidly changing industry.Some Questions Asked:How has FedEx's culture evolved over the four decades that Mike Lauderdale has been with the company?How is FedEx using AI and robotics to optimize its operations?What strategies does FedEx employ to foster career mobility and development?In This Episode, You Will Learn:How corporate programs can improve staff retention.How to communicate a people-first philosophy that engages talent.How remote working can enhance connectivity across all company tiers.Links:Mike Lauderdale - LinkedInFedEx - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy Podcast Hosted on Acast. See acast.com/privacy for more information.

Spanning more than 220 countries and territories, Booking.com provides millions of unforgettable journeys with its straightforward travel and accommodation services every year. A team of hybrid employees enables its customers' adventures and has contributed to a thriving workplace. Booking.com was recognized for providing the Best Leadership Teams and Best Global Culture in 2023 by Comparably, a site for employees to rate companies. It was also included on Fortune's World's Most Admired Companies list for 2024 and was named one of Forbes' World's Best Employers in 2023. As Chief People Officer and SVP, Paulo Pisano guides the exceptional work environment at Booking.com. Arriving at the company in early 2020—just as the pandemic began to cause significant upheaval in the tourism industry—Pisano helped employees navigate this turbulent period and flourish in a new hybrid work setting. Since 2021, he has also served as Executive Vice President and CHRO of Booking Holdings, the parent company for Booking.com, KAYAK, OpenTable, Priceline and Agoda.Joining Michelle Labbe on The Talent Economy podcast, Pisano talks about what he has learned over the last few years, his expectations for the future, and how the experiences and cultural enrichment that Booking.com provides to its customers plays into company culture.Some Questions Asked:What unique travel benefits and experiences does Booking.com offer to its employees?How does Booking.com maintain and promote a unified company culture across its diverse portfolio of brands?How does Booking.com intend to utilize AI?In This Episode, You Will Learn:Why Booking.com benefits from hiring early-career talent.How to coordinate a global workforce in a hybrid environment. How managing the HR of a parent company offers different challenges and opportunities than other HR roles.Links:Paulo Pisano - LinkedInBooking.com - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Founded in 1911, IBM has been at the center of the dynamic technology industry for decades. With more than 285,000 employees in over 175 countries, IBM maintains its position as a global leader and excels on the frontiers of hybrid cloud technology and artificial intelligence. The company's commitment to employee satisfaction has earned IBM a place on Forbes' Top 500 Best Companies for Diversity in 2023, a perfect score on the Human Rights Campaign's Corporate Equality Index, and five stars on Newsweek's 2023 list of America's Greatest Workplaces for Diversity. IBM's dedication to innovation also extends to workplace culture, diversity, and inclusivity.Kitty Chaney Reed, IBM's Chief Leadership, Culture, and Inclusion Officer, brings over 25 years of technology and business experience to the role. Chaney-Reed has consistently championed workplace diversity and inclusion, leading a global team in addressing societal issues that impact IBM employees and their communities. Her accomplishments include being an alumnus of the Distinguished Leadership Atlanta program, receiving the Georgia Diversity Council's 2015 Most Powerful and Influential Woman Award, and serving on IBM's Black Executive Council. Chaney Reed is dedicated to cultivating an inclusive environment and leveraging the strengths of a diverse workforce to create a workplace where employees can thrive.Some Questions Asked:How does a diverse workforce foster continuous innovation? How has a history of more women in meaningful roles affected IBM's culture?Will AI impact job opportunities in the future?In This Episode You Will Learn: How companies can address societal issues affecting their employees and communities.How a robust mentorship and supportive culture allows employees to connect with mentors and peers, aiding career navigation and personal growth.How AI will enable employees to upskill and engage in higher-value tasks.Links: Kitty Chaney Reed - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Instacart is a same-day grocery delivery service that seeks to make grocery shopping accessible to everyone. Founded in 2012, Instacart experienced exponential growth during the COVID-19 pandemic and became a household name as the general public turned to the service amid lockdowns and social distancing measures. During the first two months of the pandemic, Instacart delivered more food than Walmart. Today, Instacart serves customers across the US and Canada, offering an extensive network of more than 1,200 retailers and spanning more than 80,000 locations. Instacart's people-centric company culture has been recognized as one of the best places to work in the Bay Area. With a flexible remote work policy, take-what-you-need vacation time, and a “Four Year Fill-Up” program that provides four weeks off after four years of employment, the company continues to be forward-thinking in its employee support and talent approach.Christina Hall joined Instacart in 2020 as the company's first CHRO. With more than 20 years of experience in HR, she has worked with renowned tech leaders like Facebook, LinkedIn, and Intuit. At Instacart, Christina is instrumental in driving the company's growth and well-being while ensuring a thriving work culture for its employees and independent contractors.Some Questions Asked:How have you seen the talent landscape change throughout your career?As Instacart's first CHRO, what steps did you take to establish the role and the culture?What is Flex First and what tools do you have in place to support your Flex First workers?In This Episode, You Will Learn:How a company's values can be centered around a love for food.How a bespoke well-being approach can rejuvenate employees.How the COVID-19 pandemic dramatically changed the landscape for Instacart.Links:Christina Hall - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Gena Smith, Chief Human Resources Officer of LVMH North America, joined Michelle Labbe, Chief People Officer of Toptal, on the latest episode of The Talent Economy podcast.LVMH Moët Hennessy Louis Vuitton, is a renowned luxury goods conglomerate headquartered in Paris. The company's diverse portfolio of brands includes household names such as Moët & Chandon, Hennessy, Louis Vuitton, Christian Dior, Fendi, Givenchy, Dom Pérignon, and TAG Heuer. LVMH operates as an ecosystem where each brand maintains its unique DNA and heritage while benefiting from synergies within the group.Smith plays a key role in fostering LVMH's signature culture of creative excellence among the company's 40,000 North American employees. Prior to joining LVMH in 2011, she spent more than a decade working closely with leading retail and luxury brands through notable industry consultancies. Based in New York City, Smith also serves on the board of the Fashion Scholarship Fund, a nonprofit association that supports young talent as they seek to realize their career ambitions in the fashion industry.Some Questions Asked:How is LVMH leaning into internal mobility?How do you make employees feel safe enough to take creative risks and contribute their ideas?How do you ensure that LVMH's heritage brands remain relevant and inspire people today, while still honoring their history?In This Episode You Will Learn:The core values of LVMH and how they are honored.How LVMH manages talent and creativity by engaging the next generation of craftsmen in the luxury industry via programs like Métiers d'Excellence, DARE, internal mobility and much more.How LVMH maintains its dedication toward diversity, equity, and inclusion (DE&I).Links:Gena Smith - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Jordan Fisher, founder and CEO of Standard AI, joined Michelle Labbe, Toptal's Chief People Officer, at Collision in Toronto on The Talent Economy podcast. Fisher discussed the company's groundbreaking “checkout-free” shopping solution and other achievements of Standard AI. With a diverse background spanning computational fluid dynamics, securities regulations, video games, machine learning, and retail, Fisher has dedicated his career to product research and development. Standard AI has reached many significant milestones under his leadership as the field of artificial intelligence becomes increasingly competitive. With Standard AI, customers no longer need to scan their items or pay at a kiosk. Instead, they simply scan their phones at the exit and a series of AI-powered cameras generate a receipt based on the items that customers picked up.Utilizing its next-generation technology, Standard AI aims to continue augmenting human interactions within physical spaces while providing tailored product experiences. Its approach has the potential to revolutionize retail and expand to other industries.Some Questions Asked: Why is it important for entrepreneurs and early-stage startups to attend tech conferences?How does Standard AI define its vision, and what are the company's next goals?What does the future of retail look like from Standard AI's perspective?In This Episode You Will Learn: How society has shifted from “humans adapting to technology” to “technology adapting to humans.”Why “data is dead.”How AI opens up possibilities for new experiences in brick-and-mortar stores. Links: Jordan Fisher - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Laura Heisman, VMware's Senior Vice President and Chief Marketing Officer , and Michelle Labbe, Toptal's Chief People Officer, met at Collision 2023 in Toronto to discuss VMware's core principles and the latest developments in AI and the tech industry.VMware is a leading software company that specializes in virtualization and cloud computing solutions. With a keen eye on innovation, VMware has established itself as a trusted partner for organizations worldwide.As one of its leading lights, Laura Heisman has played a pivotal role in shaping VMware's marketing vision and driving impactful initiatives. Heisman is a highly accomplished technology executive with more than three decades of experience in marketing and communications. Her leadership philosophy revolves around communicating effectively, unlocking human potential through generative AI, and fostering community. Heisman's dynamism and commitment to innovation continue to shape VMware and drive its success in the tech landscape.Some Questions Asked: Should humans fear AI replacing jobs? How do Heisman's three core principles of communication, human potential, and community tie into VMware's overall strategy?How does VMware create and foster a sense of community?In this Episode You Will Learn: How AI is an accelerant of human potential.Why companies such as VMware should focus on building communities rather than just marketing to developers. How job roles will adapt as AI continues its rapid progression.Links: Laura Heisman - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Life is Good is the original positive lifestyle brand, dedicated to spreading the power of optimism through art and messaging. Co-founders and brothers Bert and John Jacobs originally set out to design T-shirts that inspired people to celebrate simple pleasures, and focus on what's right in the world and our lives instead of what's wrong. In 1994, after five years of disappointing sales and with just $78 to their names, Bert and John designed their first Life is Good tee and discovered how those three simple words could help people to focus on the good. For almost 30 years, Life is Good has been building a “culture of optimism” through its online shop and 4,500 retail stores. Life is Good's mission “to spread the power of optimism” isn't just a marketing angle—it influences every part of the brand, from company culture to philanthropy.Tom Hassell, president of Life is Good, joined Toptal's Chief People Officer Michelle Labbe on The Talent Economy podcast. For the past three years, Hassell has overseen the Life is Good e-commerce business as it has grown from $30 million in annual revenue in 2017 to over $86 million in 2020. Outside of his role at Life is Good, Hassell has served in leadership roles at a diverse group of companies, including Lord & Taylor, Perry Ellis, Ann Taylor, and Eastern Mountain Sports. He is thrilled to have the opportunity to serve as the President of Life is Good, where spreading the power of optimism is both the company mission and his personal passion. In this episode, Hassell discusses his journey in the apparel industry, his work at Life is Good, the power of optimism, Life is Good's social work through the Life is Good Playmaker Project, and more.Some Questions Asked:How does Life is Good maintain its optimistic culture throughout all levels of the company? (8:26)Who develops Life is Good's creative designs? (17:57) Among the positive letters the company often receives from its customers, is there a particular story that moved you? (21:24) In This Episode, You Will Learn:How Life is Good believes in rational optimism. About Life is Good's social work, the Life is Good Playmaker Project. How founders Bert and John Jacobs continue to lead the company. Links:Tom Hassell - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

As the largest mutual life insurance company in the US, New York Life has been advising policyholders on investment decisions for more than 178 years.Toptal's Chief People Officer Michelle Labbe spoke with Kathleen Navarro, New York Life Insurance's Senior Vice President and Head of Human Resources Business Enablement on The Talent Economy Podcast.Kathleen Navarro leads New York Life Insurance's integrated diversity, equity, and inclusion efforts, and manages the HR business partners, strategy and analytics teams. During Navarro's tenure, the company has received broad recognition for its inclusion efforts, including being named one of the Best-of-the-Best Corporations by the National Business Inclusion Consortium in 2022.Navarro has held a range of roles in finance, strategy, and operations since joining New York Life Insurance in 1994. She has been recognized as a Top 10 Champion of Global Diversity by DiversityGlobal and was included on the Top 50 Chief Diversity Officers list issued by the National Diversity Council.Some Questions Asked:New York Life Insurance is a mutual company owned by policyholders without outside investors. How does this ownership model affect your talent strategy and company culture? 11:30Employees are increasingly looking for flexibility and balance in their jobs. With three days in the office and two at home, what sort of impact has your hybrid model had on hiring and employee happiness? 19:29New York Life Insurance was one of Seramount's (formerly Working Mother Media) “100 Best Companies” for 2022 and listed as one of its “Best Companies for Dads.” How has New York Life Insurance created such a supportive culture for working parents? 29:50In This Episode, You Will Learn:What has made Kathleen Navarro want to stay at New York Life Insurance for nearly 30 years. Why The Dave Thomas Foundation recently listed New York Life Insurance as a 2022 Adoption Advocate.How New York Life Insurance maintains consistency across a distributed and independent workforce.Links:Kathleen Navarro - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

With past speakers such as the CEOs of Dell and Wikipedia, and the COO of Reddit, the Web Summit annual conference, founded in 2009, has become a critical meeting place for the tech community. At the 2022 event in Lisbon, Portugal, Katie Bolger, Community Manager, Diversity, Equity and Inclusion for Web Summit, joined Toptal's Chief People Officer, Michelle Labbe. They discussed the conference, Web Summit's Women in Tech program, and equity in representation among attendees and speakers.Some Questions Asked:What is Web Summit's mission? How has your role in the event-planning field evolved since the COVID-19 pandemic? What are the most effective ways that leaders can advocate for more women to enter the tech workforce?In This Episode, You Will Learn:What led to Web Summit's involvement with Women in Tech.What accessibility features were available at this Web Summit.How Web Summit ensures that the conference adheres to organizers' priorities and culture.Links:Katie Bolger - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Branch is a deep-linking and mobile-attribution platform that helps companies build and measure user journeys. In 2014, Mada Seghete co-founded Branch on the fundamental principle that breaking down silos on the internet is critical to a brand's ability to build engaging and relevant end-user experiences. Branch initially focused on delivering a deep-linking solution to navigate the complex mobile ecosystem and get users to the right destination. Its platform now also powers mobile attribution for 50,000+ of the world's most advanced apps, helping companies like Airbnb, Pinterest, Slack, Ticketmaster, Tinder, Starbucks, and Yelp measure their users' journeys. While attending Web Summit in Lisbon, Seghete, Branch's current Managing Director and VP of Marketing, joined Toptal's Chief People Officer Michelle Labbe to discuss creating Branch, women in tech, the future of work, and her Web Summit experience. Some Questions Asked:How does Branch differentiate itself from its competitors?Why do you think so many people who left their jobs during the Great Resignation are deciding to return? How do you see the future of work evolving in the next few years? In This Episode, You Will Learn:What inspired the founding of Branch. What the culture is like at Branch and how the company upholds its mantra of “Build, Grow, Win.”Advice for women who want to launch their own tech startup.Links:Mada Seghete - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Toptal is a network of the world's top talent in business, design, and technology that enables companies to scale their teams on demand. Founded in 2010 and now the world's largest fully remote company, Toptal has served more than 21,000 clients and has a global network of talent in 140+ countries.Kimberly Hall, Toptal's VP of Revenue Operations, sat down with Toptal's CEO Taso Du Val at Toptal's Women in Tech Lounge at Web Summit 2022 in Lisbon. Du Val shares insights into the future of work, Web3, the financial benefits of implementing a remote workforce, and more.Some Questions Asked:Why was this a key year for Toptal to take part in the Web Summit conference?What was the inspiration behind the creation of Toptal's Women in Tech Lounge? Will Toptal continue to lean into the Web3 space? In This Episode, You Will Learn:What companies should be thinking about as the workplace evolves.What the future of the talent economy looks like.The financial benefits of implementing a remote workforce.Links:Taso Du Val - LinkedInKimberly Hall - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Vimeo, a video-sharing website that allows members to view, upload, and share videos, was a top competitor to YouTube when it launched in 2004. But in 2017, Vimeo saw an opening to pivot to a software as a service company, offering tools for independent creators to produce, upload, and share their own content. In May of 2021, Vimeo went public and soon afterwards, Crystal Boysen joined the company as Chief People Officer. In her role, Boysen has led various initiatives aimed at cultivating an engaged, diverse, and inclusive culture at Vimeo. In addition to sharing her career story, Crystal Boysen offered her HR philosophy, as well as her perspective on leading in a hybrid environment, crafting meaningful benefit packages, and more. Some Questions Asked:Why does the quote “you don't build a business, you build people and the people build the business” resonate with you? 5:37What is Vimeo doing to assure DE&I? 12:35What trends do you see emerging amid the current economic slowdown? 16:20In This Episode, You Will Learn:About Vimeo's employee donation matching program How Vimeo builds talent from within Why Vimeo gives equity stakes to their employees Links:Crystal Boysen - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

With past speakers such as the CEOs of Dell and Wikipedia, and the COO of Reddit, the Web Summit annual conference, founded in 2009, has become a critical meeting place for the tech community. At this year's event in Lisbon, Katie Bolger, Community Lead and Diversity, Equity, and Inclusion Program Manager for Web Summit, joined Toptal's Chief People Officer Michelle Labbe to discuss the 2022 conference, Web Summit's Women in Tech program, and ensuring equity in representation among attendees and speakers.Some Questions Asked:What is Web Summit's mission?How has your role in the event-planning field evolved since the COVID-19 pandemic?What are the most effective ways that leaders can advocate for more women to enter the tech workforce?In This Episode, You Will Learn:What led to Web Summit's involvement with Women in Tech.What accessibility features were available at this Web Summit.How Web Summit ensures that the conference adheres to organizers' priorities and culture.Links:Katie Bolger - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Suzy is a leading global consumer insights platform that integrates quantitative and qualitative research with high-quality audience insights into a single connected research cloud. In this episode of The Talent Economy podcast, Anthony Onesto, Suzy's Chief People Officer, speaks with Toptal's Chief People Officer, Michelle Labbe.Some Questions Asked:How do you incorporate the book Radical Candor into Suzy's cultural philosophy? 6:42What is the importance in challenging directly and allowing for contrarian ideas? 10:21How does Suzy support employees who have a side hustle? 15:45 In This Episode, You Will Learn:How Onesto decided to implement Radical Candor into Suzy's culture.How Onesto came up with the idea for his comic series, “Ella the Engineer.”How Suzy is using data and analytics in the benefits space. Links:Anthony Onesto - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Chegg is a connected platform enabling students to learn more in less time—and at reduced costs. The company offers discounted textbooks, online tutoring, and other student services, while providing diverse employee upskilling and development opportunities. Debra Thompson is Chegg's Chief People Officer, infusing the brand's culture of innovation, transparency, wellness, and work/life balance throughout the company. Previously, she served as Director of Compensation, Benefits, and HR Operations at Amyris and held directorial and managerial roles at RMS, CNET Networks, and Lucent Technologies. She holds a bachelor's degree in business administration and personnel administration/industrial relations from California State University, East Bay.Some Questions Asked:What is Chegg's approach to the upskilling, learning, and development of internal teams? 5:17What is the culture like at Chegg, and how do you maintain it? 11:53Can you tell us about Chegg's partnership with the Tides Foundation? 21:54 In This Episode, You Will Learn:How Chegg offers learning opportunities for all employees, such as its Level Up initiative that includes seven different flagship management trainings, like giving and receiving feedback and behavioral interviewing, as well as its EDU for You program that gives staff money to pursue education in their personal fields of interest.That the culture at Chegg is built on openness, assumptions of positive intent from everyone, and optimal work/life balance—and that the company holds an annual culture, belonging, and diversity summit.How the brand's philanthropic arm, Chegg.org, partners with groups to combat hunger, promote good health and well-being, deliver access to quality education and decent work opportunities, and reduce inequalities throughout the world. Links:Debra Thompson - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Users depend on Yelp for great customer reviews but how do its remote team members depend on one another? CPO Carmen Orr talks about the company's recent transition to remote work, how the company invests in employee well-being, and what a thriving culture looks like. Carmen Orr joined Yelp earlier this year with 20 years of HR experience. Her main focus has been on transitioning the company into a remote environment. Some Questions Asked:How does Orr guide her team to support Yelp's employees? 13:03What do company-issued travel benefits for reproductive healthcare look like? 21:32How does Orr manage her self-care and model that standard for her employees? 22:38In This Episode, You Will Learn:About the company's plans to invest in their employee experience.How Orr maintains a thriving, remote work culture.What Yelp does to manage authenticity on its platform.Links:Carmen Orr - LinkedInYelp - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Intel, the tech giant known for developing the microprocessors and semiconductor chips used in many of the world's electronics, is also a widely recognized leader in environmental, social, and governance initiatives, which has helped it attract and retain top talent. The company was ranked No. 1 on Barron's 2022 list of the 100 Most Sustainable Companies and No. 2 among large publicly traded businesses on JUST Capital's annual Rankings of America's Most JUST Companies. Christy Pambianchi, Executive Vice President and Chief People Officer, has been integral in advancing Intel's environmentally friendly goals and championing diversity, equity, and inclusion at the company. Previously, she served as Executive Vice President and CHRO of Verizon and spent nearly 20 years in executive and senior-level HR roles at Corning. She holds a bachelor's degree in industrial and labor relations from Cornell University.Some Questions Asked:What's the biggest change you've seen in the workplace, and what impact has it had on the work that you do? (4:47)In a world where technology is changing rapidly, what steps are you taking to ensure all employees are challenged and able to acquire the skills they need and want to advance in their careers? (19:35)Intel is cutting edge when it comes to environmental, social, and governance initiatives. How has this helped the company attract and retain talent? (24:16)In This Episode, You Will Learn:The way technologically enabled globalization has changed human resources.How Intel offers its current and prospective employees educational and career support, such as online curriculums, tuition reimbursement, and the Quick Start program. How Intel is committed to protecting the environment and promoting employee and leadership diversity through its 2030 RISE (responsible, inclusive, sustainable, and enabling) Strategy and Goals. Links:Christy Pambianchi - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

The Recording Academy® goes beyond the GRAMMYs®, investing in its artists, community, and employees. Shonda Grant, Chief People & Culture Officer, recounts how the Recording Academy adapted to the pandemic, partnered with nonprofit organizations and artists, and invested in employee development and leadership training. Grant oversees the Recording Academy's talent acquisition, organizational development, compensation, and employee safety and well-being; she also serves as the executive coach to the senior management team. Some Questions Asked:What new skills did leadership adopt during the pandemic? 17:33What is the MusiCares program and how did it help artists thrive in 2020? 20:39How did the Recording Academy assess compensation for roles that became remote? 14:30 In This Episode, You Will Learn:How the Recording Academy® attracts and retains employees. About the transparency that encourages internal hires.How the GRAMMY® Museum invests in potential industry talent.Links:Shonda Grant - The Recording Academy®Shonda Grant - LinkedInThe Recording Academy® - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Hosted on Acast. See acast.com/privacy for more information.

Functioning as an all-remote company requires a unique set of skills, including flexibility, understanding, and streamlined communication. As Chief People Officer of the innovative DevOps platform GitLab, Wendy Barnes knows how to identify and promote these skills. In this episode of The Talent Economy, Barnes shares insight on remote work, recruitment, retention, and employee well-being. Barnes brings more than 20 years of HR experience to GitLab. Prior to joining the tech company, she served as CHRO at Palo Alto Networks, helping scale processes as their employees grew in number from 750 to 5,000. With her keen problem-solving skills and experience with diverse, global companies, she cultivates a positive and inclusive work environment. Some Questions Asked:What does it mean for GitLab to be open source? 6:25How has being an all-remote company factored into GitLab's ability to attract and retain talent, especially over the last two years? 11:24How did GitLab choose their company values and communicate them to current and future employees? 17:40 In This Episode, You Will Learn:About the Family and Friends program that improved productivity and morale. How GitLab supports the health and wellness of employees.Why GitLab uses informal communication to build culture. Links:Wendy Barnes - GitLabWendy Barnes - LinkedInGitLab - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Our GDPR privacy policy was updated on August 8, 2022. Visit acast.com/privacy for more information.

The constant change in the financial market may be challenging to keep on top of, which is why MarketWise partners with researchers to better inform self-directed investors. Change also comes from within, as MarketWise's mergers and acquisitions strategy has grown the company from just under 300 employees in 2017 to more than 800 currently. CHRO Cynthia Cherry talks about how MarketWise attracts and retains top talent and the importance of a healthy culture.Cherry became the CHRO at MarketWise in 2018 and built its human resources function. Her HR strategy focuses on employee relations and talent acquisition. Some Questions Asked:How does MarketWise approach mergers and acquisitions? 6:33How does MarketWise blend its culture with that of newly acquired companies? 16:26What does MarketWise do to recognize and listen to talent? 22:55 In This Episode, You Will Learn:Why Cynthia remained at Ober Kaler for 18 years.How MarketWise engages talent in a competitive market.About the strategies MarketWise uses to express appreciation for employees.Links:Cynthia Cherry - MarketWiseCynthia Cherry - LinkedInMarketWise - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Our GDPR privacy policy was updated on August 8, 2022. Visit acast.com/privacy for more information.

At Omni Hotels & Resorts, individual employees are empowered to make decisions that can have a big impact on the guest experience and the company. Joy Rothschild, CHRO of Omni, discusses the “power of one” concept, the importance of workplace culture, and why connecting authentically with talent matters in today's job environment. Some Questions Asked:How does Omni attract talent for its hotel positions? 10:53What has kept Rothschild at Omni for more than 40 years? 6:03Where did the “power of one” idea originate? 19:43 In This Episode, You Will Learn:About Omni's unique culture and community. How the “power of one” appeals to both employees and customers. Why and how companies should listen to their employees. Links:Joy Rothschild - LinkedInOmni Hotels & Resorts - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast Our GDPR privacy policy was updated on August 8, 2022. Visit acast.com/privacy for more information.

Adobe, the software company responsible for PDFs and Photoshop, is regularly listed among the best places to work and is considered a top employer when it comes to diversity, equity, and inclusion. One of the people responsible for fostering this culture is Brian Miller, Adobe's Chief Talent, Diversity & Inclusion Officer. Miller joined Adobe after serving as Chief People Officer of Impossible Foods and spending almost a decade in progressive talent development roles at Gilead Sciences Inc. He holds a master's degree in education from Harvard University.Some Questions Asked:How did a job teaching middle school math lead to a career in HR? (2:30)How does Adobe adhere to the philosophy that good ideas can come from anywhere? (10:33)How did Adobe keep its people team motivated even as it hired 6,000 people in about six months? (14:14) In This Episode, You Will Learn:How Adobe is partnering with HBCUs (historically Black colleges and universities) and HSIs (Hispanic-serving institutions) to attract talent.How Adobe uses a technology-based manager check-in to boost retention.The challenges and opportunities to be found in having four generations in the workforce simultaneously. Links:Brian Miller - LinkedInAdobe - LinkedinMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast See acast.com/privacy for privacy and opt-out information.

How does the country's largest supermarket chain manage more than 400,000 employees across the country? Tim Massa, Senior VP and Chief People Officer of Kroger, dives into the company's comprehensive programs for employee engagement, such as diversity training, environmental volunteer opportunities, and leadership conferences.Tim Massa has more than 30 years of HR experience—20 of it with Procter & Gamble. Massa worked for P&G in several cities across the US before completing an international assignment in Poland. He eventually joined Kroger in 2010 as the Corporate VP of Human Resources, and in 2014, became Kroger's Senior VP and CPO. Some Questions Asked:How did Kroger address mental health concerns after the tragic events that occurred in their stores and factories? 13:06How have CSR and ESG efforts affected your ability to attract and retain talent? 7:10How did you manage leadership among globally diverse workforces? 5:22 In This Episode, You Will Learn:How Kroger retains diverse talent by investing in employees' education.How corporations foster a unified culture among leaders from different regions.How Kroger's diversity programs train staff to create an inclusive work culture. Links:Tim Massa - Company profileTim Massa - LinkedInKroger - LinkedInMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast See acast.com/privacy for privacy and opt-out information.

Zoom meetings have become the norm for hybrid, remote, and in-office environments, defining a monumental shift in how and where work gets done. Jodi Rabinowitz, Head of Talent and Organizational Development at Zoom Video Communications, talks about how the company maintained its cohesive work culture during the COVID-19 pandemic, and how Zoom has helped companies stay connected even as the very nature of work has shifted. Rabinowitz has worked in leadership development for more than a decade. She has held senior roles in corporate and nonprofit organizations, including OppenheimerFunds, BNP Paribas, and the Metropolitan Museum of Art. Some Questions Asked:What does Zoom do to keep its culture alive while its workers are fully remote? 11:36Why are authentic connections important, especially for distributed teams? 13:48What are the most important factors that make Zoom's onboarding program successful? 17:41 In This Episode, You Will Learn:How Zoom uses “culture dips” to bolster employee motivation and satisfaction.Why remote makes for a more effective work environment.Advice for companies leaning into a hybrid or fully remote model.Links:Jodi Rabinowitz - LinkedInZoom - LinkedinMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast See acast.com/privacy for privacy and opt-out information.

It's all fun and games and work at Amazon Games—thanks to their Chief of Staff, Liz Egol. The video game company maintains employee satisfaction by weaving gaming throughout its culture, and it makes an impact, as Egol's onboarding efforts boast a 78% satisfaction rate. She began her career with Amazon in 2007, then joined Amazon Games in 2020. Egol wields empathy, authenticity, and flexibility to produce a collaborative and satisfying work environment. Some Questions Asked:Do you need to be a serious gamer to work in the games industry? 6:52How does Amazon use video games to connect the team internally? 14:24What are you and the talent acquisition team doing to stand out from some of the more seasoned competitors to attract and retain talent? 18:37In This Episode, You Will Learn:How Amazon developed an effective, gamified onboarding program.About the five ways companies can show appreciation for—and retain—employees.About the work culture at a gaming studio within a larger corporation.Links:Liz Egol - LinkedInAmazon Games - LinkedinMichelle Labbe - LinkedInToptal - LinkedInThe Talent Economy podcast See acast.com/privacy for privacy and opt-out information.

Chief People Officer of theSkimm, Lisa Dallenbach, reverses the old-time narrative of the high-pressure newsroom. In this episode, Dallenbach shares how theSkimm supports its employees by addressing obstacles, both personal and professional. By offering programs such as the respected “Sacred Hour” and providing tutoring services for employees' children, theSkimm works to cultivate and champion a healthy work environment. Prior to joining theSkimm, Dallenbach worked as Chief People Officer of Silverline, was CHRO of Mindshare, and led Human Resources at Digitas. Some Questions Asked:In a predominantly female organization, what is theSkimm doing to address burnout and support wellness? (14:44)Over the past few years, the role of CHRO has gained strategic importance. What changes have you experienced? (21:33)What's the one thing every HR executive should focus on over the next year? (25:01)In This Episode, You Will Learn:The benefits of theSkimm closing its hybrid office on Mondays and Fridays, keeping those days as virtual-only.About the changing position of HR, evolving toward a holistic, employee-forward approach.How to retain your top talent by focusing on transparency.Links:Lisa Dallenbach - LinkedIntheSkimm - LinkedinMichelle Labbe - LinkedInToptal - LinkedIn See acast.com/privacy for privacy and opt-out information.

Wholesale retailers, such as BJ's, proved crucial during the COVID-19 pandemic. Not only did the pandemic attract customers, but it also necessitated the hiring of new employees and the need to retain current ones. Mark Griffin, Chief Human Resources Officer of BJ's Wholesale Club, discusses the ways in which the company retains and grows its employee base and maintains customer loyalty. Griffin also discusses how the company prioritizes the safety, health, and well-being of its workers and customers. Some Questions Asked:How was BJ's able to support employees and serve the public at the beginning of the pandemic? (4:31)BJ's recently acquired the assets and operations of four distribution centers. From an HR standpoint, how do you prepare for merging operations? (10:20)To what extent does BJ's invest in its employee culture? (13:22)In This Episode, You Will Learn:How BJ's retains its employees through cultivating an environment of belonging.About actively listening and initiating change around employees' needs.How BJ's plans to transition their employees from remote to a hybrid work environment with new, progressive offices.Links:Mark Griffin - BJ's company profileMark Griffin - LinkedInBJ's Wholesale Club - LinkedInMichelle Labbe - LinkedInThe Talent Economy podcast See acast.com/privacy for privacy and opt-out information.

How can large organizations retain their talent and offer upward mobility to their diverse employee pool? Tanya E. Spencer, Chief Diversity Officer for GE Gas Power, describes how GE creates opportunity and fosters inclusivity to meet the changing, and sometimes unpredictable, future of work. Read more: (Toptal link shortener to Staffing show notes)Some Questions Asked:What is the value of a diverse workforce? (7:58)What programs and opportunities does GE Gas Power provide to early-career professionals? (13:09)What advice do you have for future HR leaders? (16:24)Links:The Talent Economy podcast Tanya E. Spencer - LinkedInGE Gas Power - LinkedInMichelle Labbe - LinkedInToptal - LinkedIn See acast.com/privacy for privacy and opt-out information.

The soul of flexible workplace culture is trust, says Catherine Moy, Chief People Officer of BDO, one of the nation's leading professional services firms.Some Questions Asked:How did your education and experience with accounting prepare you to lead people? (5:37)How has your flexible strategy impacted your ability to attract talent? (20:45)What should people teach their children about the future of work, and how will it be different for them? In This Episode, You Will Learn:How BDO moved from an individual mindset of “What do I need in my life?" to “How do we function best as a team?”Why returning to the old ways of work is dangerous. How companies must adapt to support working parents. How embracing the changes driven by the COVID-19 pandemic and the Great Resignation can create positive outcomes.Links:Catherine Moy - BDOCatherine Moy - LinkedInThe Talent Economy Podcast See acast.com/privacy for privacy and opt-out information.

How does an international communications firm ensure employee well-being in times of extreme uncertainty? Patti Clarke, Global Chief Talent Officer of Havas Group, speaks with Michelle Labbe, Toptal's Chief People Officer, about rising anxiety levels among workers and how companies can help.Some Questions Asked:At almost 200 years old, how does Havas continue to evolve? (2:25)What have you seen in terms of employee engagement trends? What do employees need right now? What will they need in the next six to 12 months? (10:42)How is Havas expanding opportunities for its women employees? (17:27)Links:The Talent Economy podcast Patti Clarke - LinkedIn Havas - LinkedInMichelle Labbe - LinkedInToptal - LinkedIn See acast.com/privacy for privacy and opt-out information.

The COVID-19 pandemic has forced all sectors to change, but perhaps none has been affected more than healthcare. To keep employees motivated, Cardinal Health, one of the country's largest healthcare companies, established a sense of belonging by creating a culture of transparency and communication. This led to a robust hybrid work environment, cohesive company mergers, and an increase in retention and diversity.Ola Snow began her career with Cardinal Health nearly 20 years ago as regional director of the pharmaceutical segment's human resources department. She continued to support other functions, including legal and public affairs, prior to becoming SVP of HR in the medical segment. After six years in this role, Snow became Cardinal Health's CHRO in 2018.In this episode, we discuss Snow's passion for people that started, and continues, with her family. Her father ran local arenas and baseball stadiums and, as a child, she would accompany him to work. These experiences led her to embrace the power of vulnerability and authenticity—qualities that foster an inclusive workplace. Building on such personal anecdotes, Snow segues into Cardinal's plans for diversity and inclusion, details how she has handled more than 25 mergers and acquisitions, and provides advice on preparing for the workplace of the future. Snow is also involved in many community organizations, including the Cardinal Health Foundation, Baxter Credit Union, Ohio State University's Women and Philanthropy, and the Go Red for Women's National Leadership Council. She speaks about her passion for Flying Horse Farms, a transformative camp for children with serious illnesses, where she presides as a board member. Some Questions Asked:What are the biggest pivots you and your team have made since the pandemic started? (3:17)How do you create a cohesive culture among people with such diverse roles and backgrounds? (9:12)What is Cardinal Health doing to achieve gender parity? (12:29)In This Episode, You Will Learn:The power of listening to employees to increase employee engagement.How to create a sense of unity when companies merge. .How Cardinal Health's “Midweek Moment” aids in retention. Links:Ola Snow - Cardinal HealthOla Snow - LinkedInCardinal Health - LinkedinTalent Economy Podcast See acast.com/privacy for privacy and opt-out information.

The past two years have been the most challenging in recent memory for the hospitality and travel industries. Hyatt Hotels Corporation has met these challenges by prioritizing employee well-being and focusing on diversity, equity, and inclusion. In this episode, we speak with CHRO Malaika Myers about how Hyatt's mission to care for guests starts with caring for employees, and how the company is looking to an untapped talent pool both to fill its ranks and provide opportunities for young people. Malaika Myers has been Hyatt's CHRO since 2017. In this role, she sets and implements the hospitality company's global HR enterprise strategy. She previously served as SVP of Human Resources for consumer products company Jarden Corporation and CHRO for Arysta LifeScience. She has also held various senior management roles at consumer products company Diageo. Prior to that, Myers spent more than 10 years at PepsiCo Inc., which she joined after serving in several HR roles at FMC Corporation, an agricultural sciences company.Myers shares what attracted her to the HR field and reflects on the differences between working in the consumer products industry and the hospitality sector. She discusses the difficult decisions the company made as the COVID-19 pandemic forced people to cancel travel, and how Hyatt created a Care Fund to help employees struggling amid the furloughs and layoffs of 2020. Myers also discusses Hyatt's diversity initiative, Change Starts Here, and how it has been met with enthusiasm by employees across the company.Some Questions Asked:What first drew you to the field of HR?Have you been concerned about the Great Resignation?What are the steps you've taken to become one of the Fortune Top 100 greatest companies to work for, particularly when it comes to diversity?In This Episode, You Will Learn:How a shared purpose as a corporation has helped see Hyatt through the tumultuous past few years. How Hyatt is expanding its talent pool to include “opportunity youth,” people between the ages of 16 and 24 who aren't in school or working. About the wellness checks that Hyatt has implemented for its employees and how caring for its employees' well-being helps Hyatt take better care of its guests. Links:Malaika Myers - HyattMalaika Myers - LinkedIn See acast.com/privacy for privacy and opt-out information.

For many CTOs and directors of engineering, building scalable and successful software engineering teams can be difficult, due in large part to competing pressures and responsibilities. In addition to managing growing teams, they are tasked with keeping an eye on overall business objectives and navigating the pressures of their leadership roles—overcoming technical challenges, motivating the teams, planning for scale, settling disputes, tracking key metrics, and reporting to executive management—all of which require them to make countless vital decisions daily.Toptal's new e-book, Architecting Scalable Engineering Teams, helps leaders build the right team structure to overcome technical challenges, motivate talent, plan for scale, and track key metrics. In this accompanying podcast, Toptal Director of Engineering Marco Santos interviews Josh Holat, the Chief Technology Officer and Co-founder of Cube, a company dedicated to making FP&A faster, smarter, and simpler. Marco is also joined by Nik Patel, Chief Technology Officer and Co-founder at Cohesion, a cloud-based IoT company for smart buildings.This episode highlights three of the e-book's five team models, acknowledging that any given structure for success rests largely on an organization's size, industry, and product:● Stakeholder-focused squads. At Toptal, these squads are integral to building strong relationships between engineers and business stakeholders to ensure consistent delivery of business value.● Front-end/Back-end split structure. Cube, a financial analysis and planning platform, employs two different leaders—one to helm the front-end team and another focused on the back-end team.● Satellite teams. At Cohesion, a cloud-based IoT company for smart buildings, satellite teams ensure rapid scale and eliminate the complexity of hiring, onboarding, paying, and managing each team.Across all five models, engineering leaders recognize the value of temporary help—whether it's to build their teams or to add expertise that they may not have in-house.“Sometimes, a project needs to get done, but the leadership team isn't sure if the increased capacity will be necessary in the long run,” says Santos. “That is why so many startups rely on talent networks like ours to augment their teams. When you have an extra load, it's really nice to have an amazing network of talent that can help scale up.”Download the Architecting Scalable Engineering Teams e-book here to find out:How to overcome the short- and long-term challenges engineering leaders face when building their teams.How engineering leaders structure their teams for scale and success.How to hire and retain the best engineering talent.How to strategically hire freelancers amid rapid growth.Links:MARCO SANTOS, Director of Engineering at ToptalNIK PATEL, CTO and Co-founder at CohesionJOSH HOLAT, CTO and Co-founder at Cube See acast.com/privacy for privacy and opt-out information.

The COVID-19 pandemic not only brought about sweeping changes to the way we work, but it also offered crucial insights into what employees truly want and need from their employers. In this episode, we speak with Tracy Layney, Senior Vice President and Chief Human Resources Officer of iconic apparel company Levi Strauss & Co., about the adjustments the company has made since the pandemic when it comes to flexibility, wellness, and overall work-life fit. She shares the lessons the pandemic has taught her and why she feels strongly that these learnings shape the workplace of the future. Layney is responsible for Levi's people strategy on a global scale, including recruiting, employee engagement, talent management, compensation and benefits, HR technology, and HR communications. She brings more than 20 years of experience in human resources and organization strategy to her role. Prior to joining the company, Layney served as Senior VP and CHRO of Shutterfly, a leading retailer of personalized photo-based products. Before that, she spent 10 years at Gap Inc., where she held numerous HR senior leadership roles. Layney has also held positions at PwC/IBM Business Consulting Services where she worked with Fortune 500 clients in the high tech, financial services, retail, and healthcare industries. She is active in the HR thought-leader community and serves on the Board of HR People & Strategy, the executive network of the Society for Human Resource Management.Also in this episode, Layney talks about what it was like to work in the Bay Area at the beginning of the dot-com boom and how she discovered her passion for organization strategy. She discusses how navigating the early days of the pandemic called for crisis-management skills, and how Levi's pledged to emerge from the most tumultuous times stronger than ever. Finally, she explains why empathy is so integral to leadership, and why the company offered an artificial intelligence bootcamp to its employees. Some Questions Asked:How did you navigate Levi's COVID-19 response so quickly after joining the company? What are some strategies that the company is implementing to achieve a stronger, healthier, and more productive workplace?Do you believe it's possible to train people to be empathetic?In This Episode, You Will Learn:How Layney credits her experience of being laid off with helping land her current CHRO position. Why Layney believes that forgetting the lessons learned during the pandemic would be missing the opportunity of a lifetime. How Levi's has implemented a comprehensive employee support mechanism that includes child care and access to mental health services. Links:Tracy Layney - in FortuneTracy Layney - at Levi Strauss & Co.Tracy Layney - LinkedIn See acast.com/privacy for privacy and opt-out information.

Big companies have often treated efforts to build a cohesive corporate culture as an afterthought. More recently, however, and particularly since the start of the COVID-19 pandemic, leaders like Angela Santone, Senior Executive Vice President of Human Resources for AT&T, have begun to realize that cultivating a positive environment is integral to maintaining a dedicated workforce. Santone says that in order to fulfill its mission of putting customers first, AT&T focuses on caring for the employees who serve those customers, creating an inclusive culture that helps it attract and retain exceptional talent, even in the face of the Great Resignation. Santone, who oversees AT&T's global human resources strategy, leads a team of HR experts rethinking the company's talent development practices, total rewards and benefits programs, and culture initiatives. She was appointed to the role in 2019 after serving as Chief Administrative Officer of AT&T. Before joining AT&T, Santone served as Executive Vice President and Global Chief Human Resources Officer at Turner Broadcasting System Inc., where she led a global HR strategy. Her executive oversight included talent acquisition and retention, learning and development, employee engagement, workplace culture, wellness, corporate responsibility, diversity and inclusion, succession planning, and global security.In this episode, Santone talks about keeping employees safe during COVID-19, how her experience as a woman in the corporate world led her to implement AT&T's generous and flexible benefits program, what she's doing to retain employees during the Great Resignation, how to blend company cultures during a merger, and why it's crucial to involve employees when designing culture initiatives. Some Questions Asked:How did you motivate your employees to continue showing up during the most dangerous and uncertain days of the pandemic? How did you reassure them you were doing your best to keep them safe?What are you doing to attract and retain top talent for AT&T, especially in light of the Great Resignation?What were some of the creative methods your team employed during the COVID-19 lockdown to ensure media was still being created?In This Episode, You Will Learn:Some of the family-friendly benefits that AT&T has recently introduced, and their importance to the company. What it takes to successfully consolidate workplace cultures in the event of a merger. The lesson about mobility that Santone wishes she'd learned earlier in her leadership career. LinksAngela Santone - in Bloomberg Angela Santone - LinkedIn See acast.com/privacy for privacy and opt-out information.

For those of us who continue to work remotely as a result of the COVID-19 pandemic, we've come to enjoy the flexibility that comes from it. But for many of us, there's also a flip side: seemingly endless Zoom calls, lack of socializing, and an all-around feeling of burnout. In this episode, we speak with Scott Domann, Chief People Officer of Calm, the software company behind one of the leading mindfulness and meditation apps, about how the company is working hard to make sure its own employees benefit from Calm's wellness philosophy. Domann joined Calm as the first CPO in July 2020, overseeing people, learning, development, recruitment, and operations. Domann, who holds a master's degree in psychology and industrial organization from NYU, previously led HR teams at Honey, Netflix, Spotify, and Facebook. In his work, Domann strives to create corporate cultures founded in inclusion, creativity, and positive action, and to raise the bar for building world-class teams.In this episode, he discusses the mindfulness practices that he has picked up since he began working at Calm, why having a high emotional quotient is so important, and the tools that Calm offers to help people develop a mindful leadership style. He also shares steps that HR leaders can take to promote a culture of wellness in their companies, and how admitting, “I don't know,” can be a powerful management tool. Some Questions Asked:What was it like to become CPO so early in the pandemic and lead people through a time of transition while you yourself were onboarding?Was this your first time working remotely?Can you tell me how Calm for Business works?In This Episode, You Will Learn:The mindfulness practices that Calm incorporates into its companywide daily routine.How Calm implemented mental health days, so everyone on the team could recharge at once. How HR leaders at companies that are new to talking about mental and emotional well-being can start the conversation.Links:Scott Domann - LinkedInCalm See acast.com/privacy for privacy and opt-out information.

The COVID-19 pandemic forced massive changes to many aspects of our everyday lives, but few things were affected more than the way we shop for and obtain our food. In this episode, we speak with Mike Theilmann, CHRO of food and drug retailer Albertsons Companies, about how COVID-19 encouraged the company to work toward greater efficiency and spend more energy retaining and engaging their employees.Theilmann has more than 25 years of global experience across retail, hospitality, consumer goods, and venture capital. As CHRO of Albertsons, he leads diversity and inclusion, talent development, acquisition and engagement, and learning and capability development across all areas of business. He holds both Bachelor of Science and Master of Science degrees in physics from Gustavus Adolphus College and University of Nebraska-Lincoln, respectively. Theilmann shares just how critical grocery employees are as frontline workers, the ways Albertsons is working to retain its employees, and why he focuses so much of his effort on talent. He also discusses how the competency model helps evaluate transferable skills and talent among employees, and tells us the one piece of advice he would give other retail HR leaders.Some Questions Asked:You majored in physics in college. How did you wind up in human resources?What kinds of technologies are you using, and how are they improving the candidate experience?What are some of your predictions for how food delivery and the grocery business in general are going to change in the next few years?In This Episode, You Will Learn:How Albertsons is combatting the so-called war for talent.The major opportunity that the COVID-19 pandemic presented for Albertsons Companies to step up their efficiency. How Albertsons HR is working closely with the company's communications team to ensure that everyone is on the same page.Links:Mike Theilmann - LinkedInAlbertsons Companies See acast.com/privacy for privacy and opt-out information.

We're currently experiencing a massive shift in the goals and philosophies of corporate culture. More and more, organizations are providing resources for their employees not only to improve their work experience, but also to improve their lives as a whole. In this episode, we speak with three members of Diageo, the multinational alcoholic beverage corporation that represents renowned brands like Johnnie Walker, Ketel One, Captain Morgan, and many others. Laura Watt, Executive Vice President for Human Resources of Diageo, North America; Caroline “Cabs” Rhodes, Global Inclusion & Diversity (I&D) Director and HR Director, Corporate Functions; and Jeanine Dooley, Head of I&D, Diageo, North America, explain how Diageo is a leader for global brands who want to tell a story and impact social change. Laura Watt serves as a member of the North America and Global HR Leadership teams. She has 25 years of experience in HR and transformational leadership roles.Cabs Rhodes is responsible for the development and implementation of Diageo's inclusion and diversity policies, practices, and progressive frameworks across all global markets, alongside her HR-directed strategic responsibilities.Jeanine Dooley has worked at Diageo for 19 years, holding various operational and project management roles and leading strategic initiatives. In her current role, she combines her functional expertise with her passion to drive Diageo North America's inclusion and diversity initiatives.These leaders discuss how Diageo is making strides to ensure that each employee feels like a valuable member of their team, how they're taking employee health seriously, and the fascinating lessons learned by being part of a global corporation. We learn about the steps Diageo is taking to make employees feel like they belong, how a hybrid work model can be a recipe for success, and how remote work ended up making the international company feel more united than ever. Some Questions Asked:Can you tell me about the global menopause awareness guidelines, how they came about, and what their goals are?What campaigns or policies are on the horizon at Diageo to further encourage belonging?What are some best practices for HR and I&D leaders to work well together? Where should their work overlap? And where should they stay distinct?In This Episode, You Will Learn:The story behind Diageo's “My Name Is” campaign and how it came about. ​​How Diageo managers ensure that they're giving their team stretch assignments, and the exciting development opportunities coming out of this philosophy.Some insight on the theorized “mass resignation” that may be coming as COVID-19 rates start to ease. Links:Laura Watt - LinkedInCabs Rhodes - LinkedInJeanine Dooley - LinkedIn See acast.com/privacy for privacy and opt-out information.

The last year and a half has caused massive changes in all of our lives, both personal and professional. What if a company decided not only to embrace those changes, but also to use them as a catalyst for large-scale evolution in the way we work and in the way we think about work? In this episode, we speak with Leena Nair, the first female, the first Asian individual, and the youngest ever Chief Human Resources Officer of Unilever, about what the company is doing to create a radically flexible work model—and the benefits that approach can hold for everyone involved. Nair heads a pioneering agenda for Unilever's 149,000-strong workforce. Under her direction, the London-based company has achieved a 50/50 gender balance across global leadership and now offers a living wage across its supply chain. Her expertise has driven business growth to €50 billion. Nair began her Unilever career at Hindustan Unilever, where she became the first woman on the management committee in 90 years, heading HR. She was also appointed the first woman on the Unilever South Asia leadership team and was responsible for Unilever's growth in five markets with a business size of around €6 billion. Nair has continued to redefine how big business can contribute to the environment and society; she has a reputation for putting the people at the heart of the business, driving growth, and taking risks to create a better business and a better society.Nair speaks about the unprecedented flexibility that Unilever is currently piloting with its workforce, how the company encourages its employees to be lifelong learners, and her push to continue valuing all the lessons learned over the last 18 months. She also shares with us the lesson Unilever learned about treating every country's workforce according to the country's own culture, and why it's so important that the company continue to support its employees in every way possible, especially during the COVID-19 pandemic.Some Questions Asked:What can you tell us about the program that's allowing people to get an education while maintaining job security?What more can you tell us about how Unilever is imagining what will happen next?Unilever wants all its employees to have a future-fit skill set by 2025. What is a future-fit skill set? And how are you ensuring that goal is met?In This Episode, You Will Learn:How COVID-19 has forced employers and employees alike to slow down and take stock of the way we work. The ways Unilever strives to support its employees' well-being—mentally, physically, and emotionally. How other companies can learn from Unilever's gender balance and what they can do to achieve the same. Links:Leena Nair - at Unilever Leena Nair - LinkedIn Leena Nair - in Time magazineLeena Nair - in Harper's Bazaar magazine See acast.com/privacy for privacy and opt-out information.

With ever-evolving goals in an always-changing corporate world, it can be difficult for a traditional HR approach to keep up. Employing strategies that revolve around numbers and data has allowed one company to stay at the top of its game, even in the face of an unpredictable work environment. In this episode, we speak with Melissa Werneck, Global Chief People Officer of The Kraft Heinz Company, about how analytics can translate to a successful HR blueprint.Werneck joined Kraft Heinz in 2013 to implement a new performance methodology and integrated management system. She began her career as a logistics analyst with Ambev, before moving on to stints with Claro and Sadia. Before her time with Kraft Heinz, she served as Performance Senior Vice President and Chief People Officer of America Latina Logistica. She holds a degree in chemical engineering from the Federal University of Minas Gerais in Brazil and an MBA from the Federal University of Rio De Janeiro.Werneck speaks about how her background in data allows her a more agile take on different performance metrics. She also shares with us the link she's found between her first love, chemical engineering, and HR, and how it all has to do with turning raw materials into polished final products.Some Questions Asked:How did chemical engineering eventually bring you to human resources?How does one measure inclusion? And what metrics are you looking at to make sure that people feel included?What are some of the transformations that have started with HR at Kraft Heinz that you're most proud of?In This Episode, You Will Learn:How adapting to a professional career in a language other than your mother tongue can teach honesty and humility in the workplace. The most important thing that rapidly growing organizations need to do if they want to get savvier about tracking HR analytics. The advantages—and disadvantages—of the hybrid work model that's so popular right now. Links:Melissa Werneck - LinkedInMelissa Werneck - Kraft Heinz Melissa Werneck - Thrive Global See acast.com/privacy for privacy and opt-out information.

Many employers understand that their employees are the key to making their businesses successful. Yet, once those workers move on, companies typically don't keep in contact with them. Should they? In this episode, we speak with Kim Seymour, Chief People Officer of WW International Inc.(formerly Weight Watchers) and Jeff Wald, an angel investor, entrepreneur, and bestselling author, about the value of maintaining relationships with past employees and where the future of work as we know it might be headed. In her role, Seymour oversees all aspects of WW's human capital plan, with a strong emphasis on talent, leadership, diversity, and organizational effectiveness. She spent the previous two decades in HR leadership roles at American Express, Home Depot, and General Electric. Seymour currently serves on the board of directors of RHR International and the board of trustees of Fisk University, a historically Black college. A graduate of both the University of Tennessee at Martin and Vanderbilt Law School, Seymour also holds an MBA from Indiana University. As an expert in business culture and talent, she is often asked to share her forward-thinking HR strategies and personal leadership philosophies with a variety of global audiences. Jeff Wald is the bestselling author of The End of Jobs: The Rise of On-Demand Workers and Agile Corporations, about how companies and workers reacted to the last three industrial revolutions. He is the founder of three tech companies, including WorkMarket, purchased by ADP, and Spinback, acquired by Buddy Media. He is also an angel investor and startup adviser. Wald serves on the board of directors at TRANSFR Inc., ModusLink, and Costar Technologies. He holds two degrees from Cornell University, and is an alumnus of Harvard Business School. In 2020, Wald announced the $10 million Future of Work Prize that will reward The End of Jobs contributor whose prediction about what the workforce will look like in 2040 proves the most accurate. Seymour and Wald discuss what they think will be the COVID-19 pandemic's most lasting influences on the world of work, what shorter employee tenure means for company culture, and why we should be thinking about ex-employees as ambassadors. They also talk about why healthy employer/employee relationships depend on keeping open lines of communication and not taking things personally, and how to create team success within a hybrid work structure.Some Questions Asked:What changes have already occurred in the world of work since The End of Jobs came out last year?What emerging technologies do you think will most change the world of work?Is the trend toward shorter tenures a good thing? Is WW doing anything to counteract it? How do you hire employees who understand the need to be constant learners and adapters? And how do you foster that growth mindset among the employees you already have?In This Episode, You Will Learn:Why we need to rethink the system of tying benefits to current employment. About the idea of alumni labor clouds and their implications for current and former employees and employers.WW's take on how, when, and where its employees should work.Links for Kim Seymour:FortuneForbesLinkedInLinks for Jeff Wald:The End of Jobs: The Rise of On-Demand Workers and Agile CorporationsPR Newswire - $10 Million Future of Work PrizeLinkedIn See acast.com/privacy for privacy and opt-out information.

As companies work to eliminate bias from their recruiting processes, some are turning to artificial intelligence to help them build a more inclusive workforce. In this episode, we speak with Suzan Morno-Wade, CHRO of Xerox, about how AI—coupled with an emphasis on building human connection—is helping the iconic company hire the best talent. Morno-Wade has been the CHRO of Xerox since 2018. She joined the company in 2016 as Vice President of Global Total Rewards, leading the company's compensation and benefits strategy. She has more than 20 years of experience in HR leadership for global companies, including Hess, Quantum, Mitsubishi, General Electric, and Quaker Oats. In addition, she serves on the board of directors of A Better Chance, a nonprofit organization whose goal is to increase the number of well-educated young people of color in the United States. In 2019, Black Enterprise named Morno-Wade to the list of Most Powerful Women in Corporate America. She holds a Bachelor of Science in accounting from the University of Illinois.Morno-Wade shares why she believes it's critical to quantify diversity and inclusion efforts, how the last 18 months have spurred organizations to better anticipate employee needs, and why she feels a responsibility to prepare people for change. She also discusses the decision to have employees return to in-person work and why she believes adaptability and resilience are the two most important skills in today's business climate. Some Questions Asked:How did you become CHRO of Xerox?How does your work with nonprofits that are dedicated to educating young people of color influence your approach to your role as Xerox's CHRO?How do you leverage employee resource groups to prompt real, significant change?In This Episode, You Will Learn:The innovative ways Xerox is leveraging cutting-edge technology in its talent acquisition efforts.How other people leaders can effectively use employee resource groups to cultivate honest, open communication that prompts significant change.How AI is helping to solve the issue of bias in recruiting.Links:Suzan Morno-Wade - LinkedIn See acast.com/privacy for privacy and opt-out information.

As technology continues to evolve, so must the way we learn and work. In this episode, we speak with Dan Domenech, CHRO of Hewlett Packard Enterprise Financial Services, about integrating virtual reality into employee training, and how the immersive experience optimized the learning process.Domenech has almost three decades of experience holding HR leadership positions at several Fortune 500 companies. Over the years, he has honed his focus on building talent pipelines and leadership capability, while also creating passionate, forward-leaning cultures. At HPE Financial Services, he works with the president and CEO to drive business transformation, talent value management, and company culture. Prior to joining HPEFS, Domenech shaped organizational culture and empowered employees at companies including Johnson & Johnson, Dun & Bradstreet, and American Express. Domenech holds a bachelor's degree from Cornell University, where he also serves as VP of the school's Latino Alumni Association, as well as an MBA from NYU Stern School of Business. Domenech talks about why the time is right to introduce virtual reality training for employees, the role a growth mindset plays in candidate success, and preparing for the post-COVID-19 pandemic colleague experience. He also discusses how HPE has managed to maintain their rich company culture throughout the pandemic, promoting diversity and equality in a corporate environment, and why it's so important to encourage career growth and upward mobility for employees.Some Questions Asked:Why is building soft skills so crucial? And how are you using virtual reality to develop those soft skills?When hiring, are you looking for candidates with soft skills that are already well developed, or are you looking more for the ability for them to be trained? What do companies stand to lose if they don't give their workforce the choice on whether or not they stay remote?In This Episode, You Will Learn:What the logistics of virtual reality training for employees really look like. Why HPE is taking a role-based approach to bringing employees back into the office post-pandemic.How the advancement of women within HPE is so important to Domenech personally, as well as to the company culture as a whole. Links:Dan Domenech - LinkedIn See acast.com/privacy for privacy and opt-out information.

The year 2020 offered innumerable lessons about our individual communities and even society as a whole. As we begin to wind down from a tumultuous year, many corporations are looking to their workforce to see what they can do to elevate them. In this episode, we speak with DJ Casto, Executive Vice President and CHRO of Synchrony, one of the nation's premier consumer financial services companies, about the initiatives companies can take to help build up their employees. At Synchrony, Casto is responsible for engaging employees in the company's strategic business imperatives and building people-led development programs that strengthen culture, drive business growth, and nurture the company's talent as a competitive advantage. He began his career at PepsiCo in human resources field operations, advancing to lead labor and employee relations for the North American beverages business, where he managed union awareness strategies before advancing to the role of Senior Director of Global Organization Development. He holds a master's degree in industrial relations and a bachelor's degree in business administration from West Virginia University. Casto serves on the boards of Jobs for America's Graduates (JAG), buildOn, and West Virginia University MSIR Executive Alumni.In this episode, Casto provides an in-depth look at Synchrony's Education as an Equalizer program, and how important education is in creating an ecosystem for success. He also discusses how remote work during the COVID-19 pandemic has helped the company align business goals, and how it has affected the way Synchrony employees work, including insight into the three different “hubs” the company has put into place—and what that means for the future of their working environment.Some Questions Asked:How did you arrive at your job with Synchrony?What are the specific goals for the Education as an Equalizer initiative?What are you doing to continue to instill Synchrony culture to those employees who are now 100% virtual?In This Episode, You Will Learn:About the implementation of Synchrony's five-year, $50 million Education as an Equalizer initiative and how the concept came about. About Synchrony's 100 Days of Wellness initiative and how the company is committed to helping its employees refuel after a difficult year. What the pandemic taught Synchrony about employees' desire to work from home.Links:DJ Casto - LinkedIn See acast.com/privacy for privacy and opt-out information.

Over the past year and a half, there have been seismic shifts in the workplace as we know it. Through these massive changes, many aspects of corporate culture have been reevaluated. In this episode, we speak with Donna Morris, Executive Vice President and Chief People Officer of Walmart Inc., about how people are the company's most important asset and the ways she's working toward building a better, more inclusive organization. Morris has more than 20 years of leadership experience in delivering innovative people solutions, developing and managing agile teams, and helping to build a high-performance culture that promotes diversity and inclusion. As a member of Walmart's executive committee, she is responsible for attracting, retaining, and developing talent for one of the world's largest private employers. Morris joined Walmart after 18 years at Adobe, where she served as CHRO and Executive Vice President of Employee Experience. She has also led a number of worker-friendly initiatives, including expanding family leave policies and simplifying standard HR processes. Morris holds a bachelor's degree in political science from Carleton University and serves on the board of directors at Marvell Technology Inc. Morris shares insights about her dedication to building transparency and accountability around Walmart's hiring process, as well as what it takes to create a more diverse, representative workforce. She also discusses how Walmart is educating employees in tech, what it's like to join a multibillion-dollar company during a pandemic, and how the company is creating future-ready associates. Some Questions Asked:What was it like to transfer from Adobe to Walmart just as the COVID-19 pandemic began?What was the reason behind releasing the new Me@Walmart associate app? And why did you give smartphones to 740,000 employees?What kind of hybrid work arrangements do you expect to be the most common at Walmart?In This Episode, You Will Learn:The value behind offering a monetary incentive for employees to receive COVID-19 vaccinations The ways Walmart is aiming to upskill their workforce About Walmart's new 24-hour hiring process and what the company has gleaned from its implementationLinks:Donna Morris - in the Financial TimesDonna Morris - on CNBCDonna Morris - LinkedIn See acast.com/privacy for privacy and opt-out information.

The prospect of hiring new employees and growing a team that not only works well as a unit, but also fosters a productive, creative, and healthy work environment is a daunting one. In this episode, we speak with Steven Tristan Young, Chief Marketing Officer of Poshmark, about why it's so important to hire individuals who elevate his team. At Poshmark, the leading US social commerce platform, Young is responsible for driving growth, product marketing, customer life cycle, brand marketing, public relations, and social media marketing. Prior to Poshmark, Young was Vice President of Growth at Grubhub, the US' leading online and mobile food ordering company. During his seven-year tenure, he managed the company's customer and market-level growth programs, driving double-digit growth year over year. He has also held leadership positions at DirecTV, American Express, Endurance International Group, and Puma. He spearheaded the marketing efforts for American Express's flagship Black Card and Platinum Card portfolios, both the market leaders in premium card marketing. He is a graduate of The Wharton School of the University of Pennsylvania and is an alumnus of Harvard Business School.Young discusses his strategy in taking his team to the next level, the roundabout way he ended up in his role at Poshmark, and how he uses the interview process to figure out who's going to make an exceptional employee. He also shares the challenges involved in hiring from a pool of highly accomplished prospects, the one interview question he never asks his candidates, and the responsibilities involved in being a corporate leader and a member of the LGBTQIA community. Some Questions Asked:What led you to your role at Poshmark?What can companies do to make their workforce richer and more diverse?Have you ever taken a chance on a candidate who you could tell instantly just never had the right coaching?In This Episode, You Will Learn:What Young's role looks like as CMOWhat it's like to be involved in executive recruitingWhy leaders should focus on the potential a candidate has for elevating the rest of their teamLinks:Steven Tristan Young - LinkedIn See acast.com/privacy for privacy and opt-out information.