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Susan Quackenbush
Senior Vice President & Chief People Officer, DYNATRACE INC

#1 Challenge as a CPO #hrleaders #workplaceculture

🎥 Jun 07, 2024 📺 HR Leaders - Shaping the future of work. ⏱ 0m 👁 444 views
Sue Quackenbush | HR Leaders Podcast ➡️ Access the insightful discussion by subscribing! Stay tuned for more ...
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About Susan Quackenbush

Sue Quackenbush, Senior Vice President and Chief People Officer at Dynatrace, has described the company's employee experience as "consistently inconsistent" when she joined, and said the organization is in the middle of a multi-year transformation to rearchitect that experience around key moments. She stated that Dynatrace is piloting a global performance enablement initiative and has implemented a globally scalable career framework and job architecture. Quackenbush noted that this is her third CPO role at a company that appointed its first Chief People Officer, and she described the challenge of balancing being the face of employees while also building scalable infrastructure as a business leader. Quackenbush has spoken about the potential impact of AI on HR, saying she believes the next 5 to 10 years will see a shift from tactical to strategic work as AI automates routine tasks. She stated that no employee at Dynatrace has expressed fear that AI will take their job, and she advocates using AI to automate routine work while humans focus on skills such as communication, collaboration, and change management. Quackenbush also suggested that AI could improve compensation analysis by evaluating pay based on skill sets and specific work rather than by role alone.

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Transcript (2 segments)
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Interviewer0:00
What would you say is the biggest challenge you've ever faced in your career as a CPO?
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Susan Quackenbush0:05
I think the biggest challenge as a CPO is the many hats that a CPO wears. From a CPO's perspective, you are the face, a lot of times you are the face and the voice of the employees, but then you also are a business leader that needs to build infrastructure, scalable infrastructure, put in the programs, the processes, the data, all of that, enabling people leaders and employees for growth. So you're always kind of balancing the business and the employee side. It's like a paradox.