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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 Hosted on Acast. See 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 Hosted on Acast. See 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 Hosted on Acast. See 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 Hosted on Acast. See acast.com/privacy for more 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 Hosted on Acast. See acast.com/privacy for more 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 Hosted on Acast. See acast.com/privacy for more 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 Hosted on Acast. See acast.com/privacy for more 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 Hosted on Acast. See acast.com/privacy for more 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)Why is BJ's relocating its headquarters? (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 Hosted on Acast. See acast.com/privacy for more 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 Hosted on Acast. See acast.com/privacy for more 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 Hosted on Acast. See acast.com/privacy for more 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 Hosted on Acast. See acast.com/privacy for more 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 Hosted on Acast. See acast.com/privacy for more 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 Hosted on Acast. See acast.com/privacy for more 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 Hosted on Acast. See acast.com/privacy for more 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 Hosted on Acast. See acast.com/privacy for more 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 Hosted on Acast. See acast.com/privacy for more information.
Recharging as a Team

Recharging as a Team

2021-11-1525:14

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 Hosted on Acast. See acast.com/privacy for more 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 Hosted on Acast. See acast.com/privacy for more information.
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