Exclusive Interview with Julie Law, Chief People Officer, Rocket Software

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In an exclusive interview with HR.com, Julie touches upon her HR journey, challenges, learning, and new HR trends, among others.

Excerpts from the interview 

Q: What has your HR journey been like and what influenced you the most to have a positive impact on your career? 

Julie: My HR journey has been incredibly fulfilling and mentorship has played an important role in shaping my path. I wouldn’t be where I am today without the support and coaching from mentors with diverse perspectives. They pushed me forward, took risks on me, and provided the advocacy and confidence I needed to succeed, particularly as a woman in the workforce. 

These mentors demonstrated leadership styles I wanted to emulate, and they also showed me that it’s possible to balance a successful career with a fulfilling family life. Their guidance helped shape my career while also understanding the importance of maintaining this balance.  

I began my career as an HR representative handling onboarding, benefits administration, and recruiting, but soon found my passion in development and leadership. One transformative moment was working at John Hancock during its acquisition by Fireman's Fund Insurance, leading a cultural transformation. This experience ignited my interest in consulting, which led me to join PwC, where I hoped to eventually transition into consulting. 

However, when PwC sold its consulting arm to IBM shortly after I joined, my career path shifted, and I spent the next 19 years at PwC, immersing myself in various HR roles of increasing responsibility, instead of consulting. Throughout my tenure, I actively sought new challenges, growing as a senior HR business partner. I was heavily engaged in divestitures and acquisitions and demonstrated the ability to make a positive impact on the business through execution. 

One of my mentors came to me and asked, “What is your ultimate career aspiration”, and we engaged in a meaningful conversation about career and future potential. I shared that becoming a chief HR officer was what I aspired to be in the future. As a result of that conversation, my mentor recommended that I gain strategic HR experience, leading me to take a pivotal role as chief of staff for PwC's global head of HR, overseeing 240,000 people in 175 countries. 

This role was transformative, allowing me to become a strategic thought partner and significantly develop my global acumen. Shortly after, I took on the responsibility of leading global talent and performance at PwC, another pivotal role within the organization. 

In 2019, I took on the role of Head of HR and Global Head of Talent Management at John Hancock Manulife, a position I held until 2022. During this time, a board member from Bain Capital reached out to me, which eventually led to my current role as Chief People Officer (CPO) at Rocket Software. 

The opportunity to impact a smaller, growing organization and align with its cultural values resonated deeply with me. The journey has been incredibly rewarding, allowing me to advance professionally, while also raising my two boys, which I consider the most rewarding job of all. 

Q: What is your biggest challenge at this moment? How do you plan to address it?  

Julie: Our biggest challenge is two-fold: successful integration of our most recent acquisition of Application Modernization and Connectivity (AMC) into Rocket Software and navigating the generational shifts in the workforce, so we have a future-ready talent pipeline with our newly integrated organization. 
 
To address this, we're implementing several initiatives to ensure our workforce can continue to develop and innovate while we stabilize the organization post-acquisition. 

One key initiative is the establishment of a Next Gen Academy, which we're piloting in Lithuania. This program, developed in partnership with universities, aims to build essential skills among the next generation of software engineers. We're launching the curriculum in late 2024 and working diligently to create a strong talent pipeline through this academy. 

Additionally, we're focusing on talent acquisition and succession planning for critical roles within the organization. 

As an organization, we are also laser-focused on the successful integration of AMC into Rocket Software. This integration is the most complex carve-out I’ve encountered in my career, but our multi-pronged approach, guided by Rocket Software’s core values of empathy, humanity, trust, and love, is steering us through this complex transition. 

The integration of AMC involved transitioning approximately 750 employees from 35 countries. This required setting up legal entities, aligning benefits, compensation, and levels, and ensuring a seamless onboarding experience. Our HR team put in incredible effort upfront, thoroughly analyzing and aligning all benefit plans and compensation strategies. We made sure to follow the principle of 'do no harm,' aiming to make our new employees feel truly welcomed and valued. 

From a workplace context, this means being thoughtful and considerate in our decision-making, ensuring that all colleagues are not negatively impacted, especially during significant transitions like this acquisition. 

Q: How do you see workplace culture evolving over the years? 

Julie: I see workplace culture evolving to become even more values-driven and high performance-focused over the next few years. At Rocket Software, our values will always be a pillar of our culture, and it's important to bring those values to life in meaningful ways. In 2023, we updated our performance approach to include both a "what" rating and a "how" rating. The "how" rating measures how well employees live our values, ensuring that even if someone meets their KPIs, they must also demonstrate our values to succeed fully.  

This approach will continue in 2024 and beyond. As we grow through acquisitions, thorough due diligence is crucial to assess and ensure cultural alignment and address potential conflicts. Our successful acquisitions are a result of strong cultural alignment, where our core values are deeply embedded and actively practiced by our leadership team. These values are not mere slogans but are integral to every aspect of our operations, including our performance processes. 

We also recently launched a global digital recognition platform called Rocket Rockstars. To nominate someone, you choose a value they exemplify, further embedding our values into our daily operations and recognition practices. This integrated approach ensures that our culture remains strong, even as we evolve and grow. 

Q: Can you share the top three learnings from the challenges you faced? 

Julie: 

1. Collaboration and Seeking Feedback: One of the biggest lessons I’ve learned from the challenges I’ve faced is the importance of not going it alone. Early in my career, I felt like I had to get everything perfect on my own, especially when presenting to senior leaders. I stumbled because I didn't do the necessary pre-meetings or seek advice from people I trusted. Now, I always emphasize the value of getting insights from others before key presentations or decisions. Having those pre-meetings and bouncing ideas off trusted colleagues has been invaluable. It’s all about leveraging the collective wisdom of your network. 

2. Work-life Balance and Prioritization: A crucial lesson I've learned about work-life balance is the importance of prioritizing personal well-being. When I was in a global role, extensive travel caused me to miss some significant family moments. I realized that my health, family, friends, and happiness are like glass balls — if they drop, they break. In contrast, my career is like a rubber ball — it can bounce back if setbacks occur. 

This perspective has helped me make more balanced decisions and ensure that I pay attention to all aspects of my life, not just my professional responsibilities. By valuing both personal well-being and career growth, I aim to model a healthy work-life balance for my team. 

3. Adaptability: Lastly, I’ve learned the critical importance of adaptability and self-awareness. Navigating through various organizations and significant changes has highlighted the value of resilience and agility in my career. Understanding my leadership strengths — such as execution, strategic thinking, and communication — has been essential. 

However, I’ve also recognized that moving too quickly can leave others behind. To address this, I’ve made a deliberate effort to slow down, provide clear context, and ensure my team is aligned with our vision. This blend of self-awareness and adaptability has been fundamental to my effectiveness as a leader. 

Q: Where do you draw inspiration from? What do you say to those struggling to find a place in the boardroom? 

Julie: I find immense inspiration and fulfillment in witnessing the career growth of those I’ve worked with. I draw inspiration from seeing others progress in their careers. There is a deep sense of fulfillment and motivation that comes from watching individuals who have worked with me advance to the next level. 

When I left PwC, my team members were promoted, which made me incredibly proud because it meant I had set them up for success. Similarly, when I left John Hancock, Manulife, four of my direct reports became VPs. Reflecting on these moments, I feel inspired knowing that I had a hand in their learning, growth, and progress. 

For those struggling to find a place in the boardroom, I would say to focus on building relationships and seeking out mentors who can provide guidance and support. Mentorship has been a critical part of my career, helping me gain confidence and navigate challenges. Don't hesitate to seek feedback and be open to learning from different leadership styles. It's also essential to be persistent and resilient. 

Career growth can be a gradual process, and each step, no matter how small, brings you closer to your goals. Remember, your journey is unique, and your experiences and insights are valuable. Keep pushing forward, and don't be afraid to advocate for yourself and your capabilities. 

Q: How do you draw the line to achieve work-life balance? 

Julie: Balancing work and life, especially while raising two boys, has been a journey of learning and adjustment for me. Early on, I was caught up in the demands of my global role, traveling often and missing out on family milestones. It became clear that while my career is important, it's not worth sacrificing those irreplaceable moments with my family. 

For me, achieving work-life balance means actively scheduling family time, including attending my boys’ soccer games and not letting work interfere with those moments. It also involves being honest with myself about my limits and not hesitating to delegate tasks or say no when necessary. I’ve learned to value those special times with my boys and prioritize them. By creating these boundaries and sticking to them, I’ve managed to maintain a balance that supports both my professional goals and my role as a mom. 

Q: What fundamental change(s) (in terms of culture) have you brought into your company? 

Julie: One significant cultural shift I've introduced is making our core values an integral part of how we operate and evaluate performance. We revamped our performance management system to include not just what people achieve but also how they align with our values. This means we assess both the outcomes and the way they're achieved, reinforcing that living our values is as crucial as delivering results. 

As we’ve grown and brought new team members on board, I’ve prioritized understanding and integrating different cultural aspects before merging teams. This approach helps ensure that our core values continue to guide our work and support a cohesive and positive environment, even as we expand. These changes have been central to shaping a culture where our values are not just aspirational but actively influence how we work and celebrate success. 

Q: What are the major trends you see affecting HR in the next few years? 

Julie: AI will play an increasingly influential role in organizations, including HR. While AI can streamline many processes and improve efficiency, the human touch remains crucial, especially in people-centric businesses. Responsible use of AI will be essential to modernize the employee experience without losing the personal, human element. Tools like ChatGPT can handle many tasks, but human intervention is still necessary to ensure quality and empathy. 

Hybrid work models will continue to evolve as companies find the right balance between remote and in-office work. The debate will persist, with some tech companies advocating for a return to the office while others support continued flexibility. Organizations will need to adapt their strategies to meet employee preferences and productivity needs. 

Economic trends will also drive a focus on controlling labor costs, the largest portion of fixed costs for many companies. Offshoring will be a significant focus in the next few years to manage expenses and geopolitical challenges. HR will need to optimize the workforce, balancing the benefits of offshoring with the need to maintain quality, engagement, and culture.