Susan Quackenbush0:03
I've been with Dynatrace a little over a year and a half, and it's been an amazing journey so far. This is my third chief people officer role in a company that actually has put in their first chief people officer, so it's been an interesting ride in the sense of getting to learn the organization, but then also have the organization learn what it means to have a chief people officer.
Every day is a new day. From an HR perspective, one of the best ways to help influence and lead an organization through all the different changes and aspects being addressed daily is really through building a very strong relationship. Making sure that from an HR business partner team, having very strong relationships with their key stakeholders, making sure that the information the business partner shares with the leaders is very relevant, can speak to trends, can help influence when decisions are being made, and also just being a true partner. So when a leader is looking at either an organizational change or needing to think about bringing in a new leader to join their team, really working with a business partner on ensuring dynamics and alignments there, to really just be a thought partner when leaders are thinking about some of those changes and how it will ripple through their organizations.
I would say no, not necessarily. You really have to assess an organization from where it's starting from. In a lot of cases, large organizations have a lot of the founding fundamentals in place. So when you think about from a people perspective, they probably have a career framework and a job architecture, and there's policy and service model approaches already known. Not necessarily. A lot of times I find that in the startups and high growth, and then in the midsize organization where you're either going through a transformation or getting ready for that next level of growth, there's a lot of opportunity and challenges because a lot of times you're building or transforming something that's already been put in place, so there could be a lot of complexity. But size doesn't equal more challenges. You really have to look at where the organization is, what stage of growth are they in, what market are they in, what are the macroeconomic factors they're facing, and then really work with an organization through those different challenges.
Most recently here at Dynatrace, we are in the process of transforming the entire employee experience. One of the more recent breakthroughs that we're currently working through is actually putting in performance enablement globally across the organization. The lessons learned, because there's a lot of companies who are talking about performance enablement, maybe we don't do it anymore, what does this mean? We were able to put it in and we're in the midst of our pilot across the globe, really speaking to the leadership team on what it's going to mean to the organization, and really being able to support those critical conversations that people leaders need to have with their team members around growth and opportunity, around performance, around alignment with their goals, accountability, things like that. Compensation is another critical conversation. We've been very successful in being able to roll this out, and that success has come through really partnering very early on with the organization on how this could work for them and their teams and their leaders. So lots and lots of conversation, a lot of focus on the why, why are we doing this, and then the how. But it's really been about why and what it will bring to the organization. We really needed to understand what's in it for the individual going through this, for the leader themselves, as well as the individual, and that's just through conversations. If you take a step back and say, yes, you want to, I think about another success: we just put in a globally scalable career framework and job architecture. Why are we doing that? So that every individual doing similar work has the ability to really look at a role and be able to look not only inside the company but also external to the company, say this is the role that I'm doing, these are the skill sets that I need for this role, and here's how I progress in my career. To be able to talk about skills and individuals in a way that is really tied to the work is so critically important.
