Exclusive Interview with Jeanne Cordisco, Chief People Officer, O’Reilly Media

 

In an exclusive conversation with HR.com, Jeanne provides valuable insights into the transformation of her leadership and management strategies, driven by the evolving dynamics of the workforce and the workplace.

Q: How have your leadership and management strategies evolved as the workforce and workplace dynamics have changed over the years?

Jeanne: The Covid-19 pandemic placed extraordinary pressure and demands on leaders in business. The massive scale of the outbreak and its sheer unpredictability made it challenging for executives to respond in ways that were familiar and common practice. It also generated an unprecedented challenge of a forced rearrangement of working conditions in most companies. To address these changes, leadership and management strategies were critical to ensuring the continuity of business operations and outcomes. Through this evolution, my primary focus shifted from ensuring sound compliance and HR processes to embracing a people-first approach in which my team prioritizes employee well-being, development, and engagement. I am focused on fostering a strong, diverse culture in which we communicate company values clearly, making sure they are reflected in our policies and practices and enabling a work environment that aligns with these values. 

Talent development has become even more important as a focus area. Recruiting top talent, providing opportunities for learning and development, creating a culture of continuous learning, and implementing succession plans to prepare future leaders are top priorities. Using HR technology to streamline processes and provide valuable insights for decision-making is giving my team an opportunity to be strategic partners in the business. I am focused on ensuring that our people's strategies and initiatives align with our business goals to enable innovation and growth. 
 

Q: In the age of remote work and digital collaboration, how do you ensure that the company's culture and values remain intact and resonate with employees?

Jeanne:

• Clear Communication of Values: We ensure that our company's values are clearly communicated to all employees, regardless of their location. This is done through regular virtual meetings, newsletters, and through our internal digital platforms. 
• Virtual Team-Building Activities: We organize regular virtual team-building activities to foster a sense of community and camaraderie among remote employees. These activities not only help employees connect on a personal level but also reinforce our company's culture and values. 
• Digital Collaboration Tools: We use digital collaboration tools that allow for real-time communication and collaboration. These tools help maintain the sense of teamwork and shared purpose that's central to our company culture. 
• Regular Check-ins: Managers conduct regular check-ins with their team members to provide support, address concerns, and reinforce the company's values.

Q: Employee well-being is gaining prominence. How has your HR team implemented initiatives to support mental and emotional wellness among employees?

Jeanne: We believe that a healthy workforce is not only physically fit but also mentally and emotionally balanced. First, we have an Employee Assistance Program (EAP) program that offers free counseling for employees who are dealing with personal or work-related issues that may impact their mental health and physical well-being. We have also incorporated flexible working arrangements; we let our employees choose when and where they work. This helps provide our employees with a work-life balance that alleviates stress. In addition, we have launched wellness programs that equip employees with the tools they need to manage their mental health effectively. 

Lastly, we have created a culture of openness and support. We encourage employees to talk about mental health openly and we train managers to recognize signs of mental health so that they (and we) can provide appropriate support. Although we have these initiatives in place, we're always striving to do better.

Q: In your perspective, what do you believe will be the most significant HR trends and challenges that organizations will face in the next five years, and how are you preparing your team to address them effectively?

Jeanne: Looking ahead, there are several key trends and challenges that I believe will significantly impact HR in the next five years. These complex challenges require thoughtful, strategic solutions. But by staying proactive and adaptable, we will ensure our company and our employees thrive in the future. These challenges include:
 

• Remote Work and Virtual Teams: The pandemic accelerated the shift towards remote work and this trend will remain, posing challenges in managing virtual teams, maintaining company culture, and ensuring employee engagement and productivity. We have made significant investments in technology and training to support effective remote work. We're also continuing to explore ways to maintain a strong company culture and employee engagement in a virtual environment.

 

• Diversity, Equity, and Inclusion (DEI): There's a growing emphasis on creating diverse and inclusive workplaces. The challenge lies in going beyond token gestures and creating a truly inclusive culture where everyone feels valued and heard. We're implementing a comprehensive DEI program for all employees and managers as well as reviewing our hiring and promotion practices to ensure they're fair and inclusive.

 

• Employee Well-being: The focus on employee mental health and well-being will continue to grow. Companies will need to find innovative ways to support their employees' holistic well-being. We're expanding our wellness programs and exploring partnerships with mental health providers. We're also training managers to support their team's mental health.

 

• Upskilling and Reskilling: Rapid technological advancements mean that the skills needed in the workplace are constantly evolving. Companies will need to invest in upskilling and reskilling their workforce to stay competitive. We're identifying key skills for the future and developing training programs to help our employees acquire these skills.

Q: What were your challenges during the early days of your career compared to those of today?

Jeanne: The early days of my career were filled with hard work, some self-doubt, and an endless inner drive to prove and live up to my potential. I had so many ideas around what I wanted to do when I “grew up” which ultimately resulted in my career moving in a direction that took unexpected winds and turns. What that provided me with, though, was the opportunity to continuously learn and develop new skills to stay competitive in the job market. I experienced failure, rejection, and the struggle with finding work-life balance and establishing strong time management skills. As my career progressed, I faced different sets of challenges as my expertise and skill base evolved. Now, as a Chief People Officer, time management and work-life balance can still be minor challenges but my priorities have significantly shifted.

Instead of being solely focused on myself and my personal and professional evolution, I hold the responsibility of influencing the same evolution for an entire employee population. I am challenged by ensuring that my people strategy drives organizational change and growth and I am focused on making high-stake decisions that can significantly impact the company’s success. While the different sets of challenges are distinct, they all require continuous learning, adaptability, and resilience. My role now is to provide support and resources that help employees at all stages of their careers navigate the challenges that they face successfully. 

Q: What is your leadership mantra?

Jeanne: Lead by example. This mantra encapsulates the idea that I, as a leader of the People function, should set the standard for behavior, work ethic, and values within my team and organization. When leaders embody the qualities they want to see in their team, it creates a powerful model for others to follow. This includes demonstrating integrity, showing respect for others, taking responsibility for one's actions, and maintaining a strong work ethic. Moreover, leading by example means being willing to do what you ask of others. It's about showing your team that you're not just a figurehead, but a part of the team who's willing to roll up your sleeves and get involved. Remember, actions often speak louder than words. Through leading by example, you can inspire and motivate your team to strive for excellence.
 

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