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The Talent Economy Podcast

The Future of Staffing Is Now

Companies today are facing a global war for talent. At the same time, the talent with the skills companies are fighting over wants more flexibility around the way they work and the way they live.Talent now has a choice a
Latest Episode10/18/2021

How One Brand Can Impact a Wider Industry

Season 2, Ep. 16
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
10/18/2021

How One Brand Can Impact a Wider Industry

Season 2, Ep. 16
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
10/4/2021

Piloting a Program for Radical Flexibility

Season 2, Ep. 15
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 UnileverLeena Nair - LinkedInLeena Nair - in Time magazineLeena Nair - in Harper’s Bazaar magazine
9/20/2021

Empowering HR to Transform Organizations

Season 2, Ep. 14
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 HeinzMelissa Werneck - Thrive Global
9/6/2021

Creating an Employee Alumni Network

Season 2, Ep. 13
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 Amazon 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, now owned by Salesforce. 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
8/23/2021

Recruiting With AI

Season 2, Ep. 12
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
8/10/2021

Building Skills With Virtual Reality

Season 2, Ep. 11
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
7/25/2021

Prioritizing Education

Season 2, Ep. 10
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