The CMO of People : : Manage Employees Like Customers with an Immersive Predictable Experience that Drives Productivity and Performance / / Peter Navin, David Creelman.

• Superior document: Title is part of eBook package: De Gruyter DG Plus DeG Package 2018 Part 1
• VerfasserIn: Navin, Peter,; Creelman, David,
• Place / Publishing House: Berlin ;, Boston : : De Gruyter, , [2018]; ©2018
• Year of Publication: 2018
• Language: English
• Physical Description: 1 online resource (XX, 246 p.)

Instead of thinking of Human Resources as a kind of upgraded personnel department it can be thought of as an analogue to marketing. Just as the Chief Marketing Officer curates an experience to get the best lifetime value from customers, the head of HR can curate an experience to get the best lifetime value from employees. This book explores this new model and titles its leader as "The CMO of People." This new title encapsulates a business focused people function that has learned from the proven tools of the marketing function. The CMO of People creates a predictable and immersive employee experience that drives productivity and performance. In this pathbreaking book, Peter Navin and David Creelman discuss How to create a predictable and immersive end-to-end experience for employees How a CMO of People can overcome barriers and drive performance Why we need to structure the HR department differently How to find unconventional people to staff this unconventional model For a review of the book on the HR Bartender blog click here: https://www.hrbartender.com/2019/career-development/human-resources-future-skills/

Table of Contents

Frontmatter -- Acknowledgments -- Contents -- Preface -- Chapter 1. What Is a “CMO of People”? -- Chapter 2. Impacting the Business as a CMO of People -- Chapter 3. How a CMO of People Designs the End-to-End Employee Experience -- Chapter 4. New Points of Leverage -- Chapter 5. Why Analytics Comes First -- Chapter 6. Case Study on a Mosaic of Measures -- Chapter 7. How We Handled HR Technology and Processes -- Chapter 8. Unconventional HR Leaders and the Role of the CEO -- Chapter 9. How to Build an Unconventional HR Team -- Chapter 10. Contrasting Models for the Future of HR -- Chapter 11. Conclusions -- Appendix A -- Index