The CMO of People

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Chapter 1 introduces the concept of a CMO of People, emphasizing the importance of brand and its connection to employee experience, productivity, and performance. It explores the traits of individuals suited for this role and the CEO's influence. The chapter outlines actionable steps for immediate implementation. Chapter 2 discusses the business impact of an elevated HR function, highlighting how a CMO of People navigated the 2008 downturn and the potential opportunities available. It details the fundamentals of the CMO of People model, including brand understanding, HR functions, and success criteria. The chapter emphasizes the financial implications of the role, collaboration, and priorities for new CMOs of People, supported by illustrative stories and examples of effective organizational design. Chapter 3 focuses on designing the end-to-end employee experience, explaining its competitive advantage and the importance of predictability and immersion. It provides guidance on mapping the employee experience, creating a disciplined approach, and the significance of sustainable foundations. The chapter stresses the need for a strategic, iterative process and actionable steps for implementation. Chapter 4 presents new leverage points for HR, advocating for pragmatism over sophistication. It discusses the importance of building strong relationships with CMOs to achieve results, the pitfalls of employment branding, and the balanc