Chapter 1: What Is a CMO of People? 1

Being Serious about the Concept of Brand 4

The Link from Employee Experience to Productivity and Performance 5

Not Rocket Science 5

What Kind of Person Becomes a CMO of People? 6

The Role of the CEO 7

Ideas to Watch for 8

What Can You Do Today? 9

Chapter 2: Impacting the Business as a CMO of People 11

What Impact Can an Elevated HR Function Deliver? 11

How a CMO of People Handled the 2008 Downturn 13

The Opportunity in a Nutshell 13

What Can You Do Today? 14

Fundamentals of the CMO of People Model 14

1. Understanding of the Brand 14

2. Range of Functions that Are Included in the HR Organization 15

3. Criteria for Success (Deciding What Not to Do) 16

What Can You Do Today? 17

Putting a Dollar Figure on the CMO of People's Impact 17

How This Dollar Amount Changes How the Board Sees the Top HR

Role 18

What Leaders from Outside HR Say about Its Impact 18

Collaboration as an Action, Not a Value 18

What Can You Do Today? 19

Priorities of a New CMO of People 19

What Can You Do Today? 21

Stories that Tell the Tale 21

Services-Focused HR: The Millions that Didn't Matter 21

Niceness-Focused HR: Free Cookie Day 22

What Can You Do Today? 22

The CMO of People Organization Chart 23

Notable Features of the Organizational Design 23

What Can You Do Today? 24

Examples of How the CMO of People Drives High Performance 24

A Shift from a U.S.-centric to a Global Business at DocuSign 24

Managing Explosive Growth Required Discipline, But Not Genius 26

What Can You Do Today? 26

The Product Approach to HR Deliverables 27

Applying Product Thinking to Office Design 27

Applying Product Thinking to Town Hall Meetings 28

What Can You Do Today? 30

Challenges of Bringing the CMO of People Model to an Organization 30

Why DocuSign and Shutterfly Embarked on This Journey 30

How Other Managers Reacted 31

The Need to Elevate Collaboration 31

What I Did Wrong 32

What I Did Right 32

What Can You Do Today? 33

Takeaways 33

Chapter 3: How a CMO of People Designs the End-to-End Employee

Experience 35

Why the End-to-End Concept Is So Useful for the CMO of People 35

Organizing Principles 35

Why It's a Competitive Weapon 36

What Can You Do Today? 37

How to Map the Employee Experience 37

Design Perspective 39

What Can You Do Today? 39

The Importance of Predictable and Immersive 39

A Predictable Experience 39

An Immersive Experience 40

Isn't This Pretty Basic Stuff? 40

What Can You Do Today? 41

How to Create the Discipline Needed to Make the End-to-End Experience a

Reality 41

The Concept Is Straightforward; Why Don't All Companies Apply

It? 41

Ongoing Corralling of Executives 41

A Rolling 18-Month Strategy 42

What Can You Do Today? 44

How to Create a Brand Book 44

What Can You Do Today? 45

How to Design the Job of Employee Brand Director 45

Creating the Role of Employee Brand Director 45

Issues an Employee Brand Director Might Consider 45

What Can You Do Today? 46

The Concept of Sustainable Foundations 46

Sustaining Rather Than Launching 47

What Can You Do Today? 48

Doing It Right the First Time versus Iterating Forward 48

Things to Get Right the First Time 48

Where to Iterate Your Way Forward 49

What Can You Do Today? 50

Making It Happen 50

What Can You Do Today? 50

Outside Perspective: Gregg Gordon 51

Takeaways 52

Chapter 4: New Points of Leverage 53

A Non-Traditional View of HR Leverage 53

Pragmatism over Sophistication 53

What Can You Do Today? 54

Using the Relationship with the CMO to Get Results 54

Using the Leverage that Comes from a Strong Relationship 55

Not Everyone Buys into This Model 55

How to Build the Collaborative Relationship 55

Where Do Companies Go Wrong on the Employment Brand? 56

Can the CMO of People Go Too Far? 56

What Ca