- il y a 2 jours
Talent The Recruiting and Retaining War
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TechnologieTranscription
00:00Good afternoon, everyone, and welcome to VivaTech.
00:03Really, it's great to see you all here in this room.
00:06And I know there are many of you behind your screens today.
00:09So, as you know, VivaTech is Europe's biggest startup in tech events.
00:13We are live from Paris here.
00:15My name is Asha Sampat, and I'm going to be your host this afternoon
00:19for this great session on Scaling Up.
00:22So, thank you for joining us today.
00:24This is a three-and-a-half-hour session.
00:26Yes, not a three-hour, a three-and-a-half-hour session today.
00:30And it will be divided into six different conversations.
00:34We have lots in store for you.
00:37I hope you're ready.
00:38So, let's start scaling up.
00:40So, we will be diving into a number of topics with our guests today
00:44to help entrepreneurs and businesses, business leaders,
00:48businesses all together take, actually, their business to the next level.
00:53We will be discussing topics such as talent recruitment and retention,
00:58and the importance of resourcefulness,
01:01and looking at the pros and cons of companies' exit strategies.
01:04We'll be taking a closer look also at three specific markets later on.
01:09We'll be keeping an eye on delivery, fintech, and deep tech.
01:13So, stay with us, and we hope you will have a great overview of these topics today.
01:20You will be also able to interact with us in the room here,
01:24but also those behind their screens.
01:25I think you can go on the ViverTech digital platform
01:28where you can ask your questions.
01:29So, we're really looking forward to get your questions here.
01:32Right.
01:33So, if you're ready, let's kick off this session,
01:35this first discussion on the talent war.
01:55Thank you for joining.
01:57Hi.
01:58Right.
01:59So, I'm lucky to be joined today by two talent experts
02:03for this discussion about the talent war,
02:05for recruiting and retaining war that I hope we're going to have a great discussion about it.
02:12But just some context before.
02:14Scaling up isn't just about raising capital.
02:17It's about recruiting talents.
02:20And today, given the context,
02:23what we see remote and hybrid work,
02:26they are kind of exacerbating, you know,
02:29the challenge of finding people and integrating them.
02:32So, the question is really, how can scale-ups successfully recruit?
02:37And we're speaking about talents, like, massive en masse,
02:41like how we say it.
02:43So, we have with us Diane Riviere,
02:46Chief People Officer from Allen, right?
02:49And Mark Headley,
02:51VP of Talent Recruiting Globalization Partners.
02:54That's correct.
02:55So, great to have you guys.
02:56So, welcome to ViverTech.
02:57Is this your first time?
02:58This is my first time here, yes.
03:01Great to be back in Paris.
03:02Okay, fantastic.
03:03What about you, Diane?
03:04I have the opportunity to attend ViverTech since the beginning.
03:09Okay, great.
03:10So, we didn't have the opportunity to have a discussion.
03:12But last year, I think I had somebody from Allen,
03:15I think he'll see you, on this very same set.
03:18So, Diane, let's start.
03:20We're speaking about scale-ups,
03:22how they need to recruit, like, lots of talents and quickly.
03:27So, how is Allen doing it effectively, you know,
03:31to integrate those new recruits?
03:33Do you have any examples that you can share with us?
03:37All right.
03:38So, the challenge is to hire massively,
03:41but also to onboard efficiently.
03:45Our business at Allen is care.
03:48And we care for our members.
03:50We care for Alleners the same way we care for our members.
03:55We welcome them through unique onboarding program.
04:02We have a culture which is quite unique
04:09and which relies on distributed ownership,
04:15on radical transparency, on personal growth.
04:20Very people-centric also.
04:22Exactly.
04:22So, all our processes embody our culture.
04:31And onboarding is one of our key processes
04:34to ensure that we will successfully induce new Alleners into our culture.
04:41So, how do we do that?
04:43First, thanks to radical transparency,
04:47when they join,
04:48they have access to the complete set of information
04:53about our business, about our strategy,
04:56about any decision that they want to take part to.
05:01And they have a crew of three people around them.
05:05Okay.
05:06One being their coach.
05:08There is no manager at Allen.
05:10We don't have a traditional management.
05:13The coach is there to make them successful,
05:17to set them up for success.
05:19So, the coach will truly follow them from the beginning
05:24all across their career step.
05:27The two other people around them
05:29are the role body and the culture body.
05:32The role body is here to help them kickstart on the job
05:35and understand how we work together.
05:39Right.
05:39And we also have a culture body
05:41whose role is more on what we call meta.
05:44It's more about how to get them
05:47really feel at home at Allen,
05:50understand the nuance of how we embody our culture,
05:54how we play it on a daily basis,
05:56how we make decisions,
05:58how we work together, communicate.
06:01It can be sometimes pretty disturbing
06:06for new joiners that everything is written
06:09and the social connection is essential.
06:13So, we strive to offer them a crew of Alleners
06:19who are dedicated to how they will truly experience
06:26the async and written communication,
06:29but at the same time feel hugely connected to the group.
06:34Fantastic.
06:35That's great to hear.
06:35That's quite disruptive.
06:36This is actually probably organizations
06:38are trying to head this way more and more
06:41because we're hearing a lot about people centricity
06:44and this is very key for organizations.
06:47Turning to you, Mark,
06:48Globalization Partners has been providing companies
06:51with technology to hire talent at a global scale
06:55and manage their workforce remotely
06:58for I think more than 10 years now.
07:01How can scale-up tap into this global talent market?
07:07Yeah, it's a fascinating example
07:10because we are a remote-first company
07:12and we're a technology scale-up,
07:14but also a very large percentage of our customers are the same.
07:18So, we sort of live and breathe
07:20and a lot of what we learn ourselves
07:21we're seeing within our customers as well.
07:24I think in terms of recruiting talent
07:27or employing people,
07:30the use case for us when we first started
07:32was global expansion.
07:34So, it was often a US technology company
07:37that got Series B private equity funding
07:40and part of that was to go international.
07:42And usually they're putting sales people,
07:44business development people into different markets
07:46to help them test new markets
07:48to build their business internationally.
07:50And there was a great panel yesterday
07:52about go global or go home.
07:54So, that was really the use case.
07:55And for seven or eight years
07:57that was the key.
07:59Obviously, all of those people were remote.
08:01We generally employ people in locations
08:03where the company doesn't have an office
08:05or a legal entity.
08:07Over the last couple of years,
08:08we've obviously seen the emergence of remote work
08:11as a really very dynamic way of working.
08:14So, now we're actually recruiting
08:16different types of people.
08:18And there's a lot of challenges around that.
08:20And the key challenge is
08:21a lot of people just don't understand
08:23that the options are there.
08:26hiring internationally was the domain
08:28of multinational companies.
08:30You needed to have offices around the world.
08:32You needed to have the infrastructure
08:34to be able to tap into global talent pools.
08:37So, a lot of people really didn't understand
08:39what the different options were there.
08:42The other thing about international,
08:44it's very complex,
08:46whether it's HR, taxation, payroll,
08:49employee relations.
08:50They're very complex on a domestic basis.
08:53When you start looking at that internationally,
08:55it becomes even more complex.
08:57So, there's a couple of barriers
08:58or blockers in the beginning to do that.
09:01If you decide that you want to go international,
09:04there's also some challenges.
09:05So, if you're looking across
09:07multiple different locations,
09:08what is the actual cost of doing business?
09:11What is the actual cost of employing somebody
09:13in these different markets?
09:15So, let's just assume that you've decided
09:17that you want to go into the European,
09:19you're a U.S. company,
09:20you want to go into the European region.
09:24When you start to recruit,
09:26you don't have a brand.
09:28Your brand, Alain,
09:29is a very strong brand in France.
09:31But as you go into other markets,
09:33you don't have that brand.
09:35So, you don't have the draw,
09:36the recognition to attract talent.
09:39And our customers want the best talent.
09:40You know, these are not people
09:42that are applying for jobs
09:43on job boards or LinkedIn.
09:45These are people
09:45that we're proactively having to approach.
09:48So, not having that brand in the market
09:51is a bit of a challenge.
09:53I suppose the last one is,
09:55whether you have a, you know,
09:56you might have an experienced HR team
09:57or a talent acquisition team.
09:59They don't necessarily have the experience
10:01to recruit internationally.
10:04So, I think that this is where
10:05working with partners
10:06and obviously globalization partners,
10:08you mentioned we've been doing this for 10 years.
10:10There are a lot of other options out there.
10:12What I would say is,
10:13as a scale-up,
10:14the most important thing is,
10:16understand when you're taking risks,
10:18understand where you want
10:20to maximize your opportunities.
10:22Because if you're looking to scale
10:24and you're successful,
10:25let's assume you're successful,
10:27you want to make sure
10:28when the private equity firms come in
10:30to give you an investment
10:31or you want to go into an IPO,
10:34you have the people side of things
10:36under control.
10:38You've got your intellectual property,
10:40protected.
10:40You've got non-competes
10:42and non-solicitations
10:43and those in-employment contracts
10:45that are enforceable.
10:46So, one, it's about, you know,
10:49accessing the talent
10:50and overcoming some of the challenges.
10:52But also, you've got to think
10:53of the future.
10:54Right.
10:54Because if you're successful,
10:56you want people to invest.
10:57And sometimes,
10:58if you don't have a control
10:59over the customer
11:00or the market
11:01because you're working
11:02with contractors
11:03or you're working with agents,
11:05it can be tough.
11:05That's going to be a big, big challenge.
11:07Okay.
11:08So, now let's talk about
11:08the demand for tech skills, actually.
11:12How can we keep up, you know,
11:14with the demand for tech skills
11:16and work towards building
11:19a more diverse tech force?
11:22Diane.
11:23Well, actually,
11:24the way we approach hiring
11:27is that we empower Alaners,
11:30we empower everyone in the company
11:31to be a recruiter.
11:34So, we scale also
11:37thanks to this empowerment
11:39of our complete team
11:41to be focused on hiring their peers.
11:46That's...
11:47So, you mean hiring your own teams
11:49in your space
11:50or literally recommending
11:53profiles and talents
11:55that you think might fit?
11:57I'm sorry,
11:58I can't hear you.
11:59No, sorry.
11:59I was saying that
12:00it's about the people
12:01in the teams
12:02can hire around them,
12:04the people they believe
12:05seem fit to work with them.
12:07They have the power to do that.
12:09This is what you're saying.
12:09It's even more than that.
12:10I mean, they are...
12:15They own hiring
12:18for the company.
12:19So, it's not just
12:21that they can refer
12:22people from around them
12:24that they think
12:25they could fit,
12:26but we truly empower them,
12:28we train them
12:29to sourcing strategies.
12:31We have, let's say,
12:33a talent acquisition academy.
12:36Right.
12:36So, they learn how to source,
12:38they learn how to interview,
12:40to screen,
12:41how to create
12:43a delightful candidate experience.
12:45they become truly recruiters
12:48for us.
12:49So, for instance,
12:50when we had to double the size
12:53of our sales team last year,
12:54the whole sales organization
12:56dedicated a full quarter
12:59to the hiring season.
13:00And they were just
13:02focused on hiring
13:04new sales talents
13:06to the team.
13:08And Mark, what about you?
13:09Remote work has made it easier
13:10for talents to work from home
13:12and you're very familiar
13:13with that anywhere
13:14for anyone,
13:16which means turnover is higher.
13:17So, what are the perks
13:18and compensation
13:20that companies actually
13:21can leverage
13:21to retain talents?
13:24And we're talking
13:25about tech talents, obviously.
13:27Yeah, I think the question
13:28around sort of compensation
13:29and benefits,
13:30like, fair and equitable
13:31compensation
13:32is always an issue.
13:34It's one,
13:34it's an issue for companies
13:35because you want to attract
13:36and retain the right people,
13:38but also for the individuals
13:39to get, you know,
13:40valued recognition
13:41for their contribution
13:42to the company.
13:43So, I think compensation
13:45and benefits,
13:45we have significant challenges
13:48at the moment
13:49with the great resignation
13:50and all the other things
13:51that are going on.
13:52And I think what we're seeing
13:53is that's leading
13:54to wage inflation.
13:55Wage inflation is leading
13:57to higher costs.
13:58So, it's sort of a vicious cycle
14:00that you're almost,
14:01if you focus only
14:03on the compensation
14:04and benefits,
14:05the quantitative,
14:06the things you can put
14:07the euro or dollar value on,
14:08it's not sufficient
14:10these days.
14:11Because also,
14:12the talents
14:12are not just looking for that,
14:14they're looking for more.
14:16Exactly right.
14:16That's almost table stakes.
14:18So, what I would say
14:18is when you're looking
14:19at compensation benefits,
14:20table stakes,
14:21everybody has an expectation.
14:24It's really about
14:25being very clear
14:26about what you can offer
14:27beyond that.
14:27And we, you know,
14:28Diane is the chief culture officer
14:30and culture is something
14:32that's really top of mind
14:33for leadership now as well.
14:35So, looking at things
14:36like flexibility,
14:37we're talking about work styles.
14:38So, are you working
14:39from the office?
14:40Are you working hybrid
14:41where you're in the office
14:42two or three days a week?
14:43Or are you working remotely?
14:45These are important
14:45for people,
14:46but they're important
14:47for people at different
14:47stages of their career,
14:49with different sort
14:50of family setups.
14:51So, you need to have
14:52flexibility in that.
14:53The other things
14:54you need to do
14:55is look at
14:56what are the benefits
14:57that actually add value
14:58to the individual.
15:00So, it's not
15:01segmenting people.
15:02Everybody under 30
15:03wants to have
15:04these types of benefits.
15:05It's almost like
15:06mass customization.
15:07you're allowing people
15:08to choose
15:09what's important to them.
15:11The other thing
15:11I think is diversity.
15:13So, promoting diversity,
15:15building diversity
15:15through hiring
15:16and through your practicing,
15:18but then cultivating inclusion.
15:20So, bringing
15:21all of that diversity
15:23and giving them a seat
15:24and giving them the voice.
15:25That's really important
15:26because I think
15:27people have looked
15:28at what's happened
15:29in the pandemic.
15:30They've re-evaluated
15:31what's important
15:32to them as individuals.
15:33they want to be working
15:34for companies
15:35that values are aligned
15:36and I think
15:37the case for diversity
15:40within companies
15:41is well proven.
15:42I mean, McKinsey
15:43and Harvard Business Review
15:44have done lots of surveys
15:46and studies over
15:47diverse workforces
15:49are more productive.
15:51They're more efficient.
15:52They're more innovative.
15:53You have higher levels
15:55of engagement.
15:56so I think
15:56these are the things
15:57and they're almost intangible.
16:00They're different
16:00for every single company.
16:02So, what you're saying
16:03is that organizations
16:04need to rethink
16:05actually how you
16:07recruit talents
16:09because the way
16:10we use to recruit talents
16:11is not valid anymore
16:13and especially
16:14even if the talent
16:15is there
16:16you want to tap
16:17into the right talent.
16:19So, that's tough.
16:21It's very difficult
16:22because it's about
16:23the messaging.
16:24So, you need
16:25to be consistent
16:26as a company.
16:26Globalization partners
16:27with a very strong culture.
16:29We're a remote first company.
16:31We've gone from
16:32300 people
16:33to 1,100 people
16:34across 20 or 30 countries
16:36in the last 12 months
16:37but we have
16:38an incredibly strong culture.
16:40So, we hire for
16:41cultural fit
16:42is always dangerous
16:44because it means
16:45you seem to hire people
16:46that are like yourself.
16:48So, actually
16:49we look at hiring people
16:50that are aligned
16:51to our mission
16:52and our sort of values
16:54and people
16:54it means different things
16:55to different people
16:56but the one thing is
16:57there's got to be
16:58a consistent undercurrent.
17:00Whoever you talk to
17:01in the organization
17:01whether it's in HR
17:02or it's in recruitment
17:03or it's in business leadership
17:05there has to be
17:06some congruence
17:07between the messages
17:08and that's the thing
17:09that attracts
17:09because the one
17:10the thing that turns
17:11people away
17:12is having a very
17:14different experience
17:15when they're going
17:16through an interview process.
17:17They're talking
17:18to different people
17:18at different state
17:19parts of the organization
17:20getting different messages
17:22and then when they come in
17:23and join
17:23what they were sold
17:25is very different
17:26than what's delivered
17:27because they didn't have
17:28that consistency
17:29in the process.
17:29So, it's very challenging
17:31but I think it's an intangible
17:33and that's a real differentiator
17:34for a lot of companies.
17:35Right.
17:36I was earlier
17:36having a conversation
17:37with Manpower
17:38in IBM
17:39and we were talking
17:40about the global
17:41talent shortage
17:42and I was surprised
17:44not surprised
17:45that's not the right word
17:47actually
17:47the number
17:49struck my mind
17:50it was like
17:50during the past
17:52two decades
17:52I think 16 years
17:53I mean
17:54it has never been
17:56so high
17:57the shortage
17:58that we are facing
17:59today.
18:00So,
18:01what's going on?
18:04It's a great question
18:05because
18:06I mean
18:06our business
18:07has expanded
18:08because of this
18:08because we're
18:09in the people business.
18:10I think there's
18:11a couple of things
18:12the pandemic
18:13really there were
18:14two things
18:14people re-evaluated
18:16what they wanted
18:16out of their lives
18:17what were important
18:18to them
18:18the career
18:20is a very large
18:20part of their life
18:22as well
18:23so they re-evaluated
18:24that.
18:24The other thing
18:25is we proved
18:26that remote working
18:27works
18:28so being able
18:29to work away
18:29from the office
18:30having the technology
18:31to support that
18:32and what that's meant
18:34is there's a lot
18:35of volatility
18:36there's a lot
18:37of people changing
18:38roles at the moment
18:39because they're
18:40trying to find
18:40roles that provide
18:41them the flexibility
18:42that individually
18:43they need
18:44but also
18:45the companies
18:46that values
18:47are aligned
18:48to them as well
18:48the other part
18:49about remote working
18:50is it's expanded
18:51the number
18:52of opportunities
18:53I live in London
18:54I've worked
18:55in offices
18:56in London
18:56for the last
18:57four or five years
18:58I now work
18:59in a job
19:00that is 100% remote
19:02I don't have
19:02to be in London
19:03I could be anywhere else
19:04but the opportunities
19:05have expanded
19:06for people
19:07and this is where
19:08remote working
19:09is really sort of
19:10added to this
19:11so you've got
19:11volatility
19:12because people
19:13are looking around
19:13for different opportunities
19:14that align with their values
19:16and the ways of working
19:17but you've also got
19:18more opportunities
19:19in that
19:20so it's creating
19:20we talk about
19:22the great resignation
19:22it's really a rebalancing
19:24there's a lot of movement
19:26and it's very challenging
19:27because of the volume
19:28at the moment
19:29and I think talent
19:30acquisition teams
19:31have really struggled
19:32to keep up with that
19:34and I think
19:35when we look
19:36at what's happening
19:37it's in North America
19:39it's in Western Europe
19:40we're now starting
19:41to see a lot
19:41in Australia
19:43as well
19:43but we're now
19:43starting to see
19:44a lot in Asia Pacific
19:45as well
19:46as those markets
19:47are opening up
19:47that people
19:48are really re-evaluating
19:49and that just means
19:50that there's a lot
19:51more recruiting happening
19:53companies are having
19:54to build the plane
19:55while they fly it
19:56what worked two years ago
19:57when you're recruiting people
19:59doesn't necessarily
20:00work anymore
20:02and you know
20:02having new approaches
20:03to sort of
20:04hiring talent
20:05and that's one
20:06of the key things
20:06I think the challenge
20:07that HR is seeing
20:08the people teams
20:09right Diane
20:11you mentioned
20:13importance of talent
20:14freedom
20:15so can you
20:15probably expand on that
20:17how can we shift
20:18hard times
20:19I know Alan
20:20you are also trying
20:21to disrupt
20:21and do things differently
20:22so maybe
20:23you take on that
20:24yeah that's a key lever
20:26in how you
20:27get people
20:28feel fully
20:30fulfilled
20:31in what they achieve
20:33for your company
20:33so we
20:35rely on trust
20:36building trust
20:37and freedom
20:39for them
20:39meaning that
20:41we are not
20:42a remote first company
20:43but we made the decision
20:44to become
20:45a work from anywhere
20:46in Europe
20:47company
20:47so this
20:49expands
20:50the talent pool
20:51where we can tap in
20:52and we are attracting
20:55people from countries
20:56where we've not yet
20:57established a business
20:58in
20:58but still
20:59we are able
21:00to hire them
21:01and to offer them
21:02a suitable setup
21:04meaning that
21:05we give them
21:05the freedom
21:06to organize
21:07their time
21:09and
21:09from where
21:11they work
21:11we favor
21:13written
21:15I think
21:15communication
21:16we make our decision
21:18in written
21:19we've killed
21:20meetings
21:21so this
21:22foster
21:23wonderful
21:25flexibility
21:26for people
21:27to organize
21:28their work
21:29and at the same
21:31time balance
21:31their family life
21:33and this
21:35great flexibility
21:37goes with
21:38what we call
21:39distributed ownership
21:40we empower
21:42people a lot
21:43and
21:44honestly
21:45when we
21:46entered
21:47the pandemic
21:48we realized
21:50how much
21:51we were ready
21:52for this
21:53new paradigm
21:54working
21:55in hybrid mode
21:57because
21:57the written
21:59communication
21:59the fact
22:00that everything
22:00is transparent
22:01radically transparent
22:03believe me
22:03as an HR person
22:04it's been a shock
22:07it's truly amazing
22:10I mean
22:10we've been able
22:11to move
22:12super fast
22:13on our last
22:14fundraise
22:15thanks to
22:16both
22:17radical
22:18transparency
22:19and distributed
22:20ownership
22:20people are
22:21empowered
22:21this is what
22:22they're looking
22:23for
22:23they're expecting
22:24that from
22:24corporates
22:25today
22:25I mean
22:26looking for
22:27purpose
22:27different companies
22:28the culture
22:29we mentioned
22:30culture
22:30both of you
22:31so on company
22:32culture
22:33so how do you
22:34make sure
22:34that you maintain
22:35this really
22:37cohesive
22:38company culture
22:39where people
22:39feel that
22:40actually I do
22:41belong there
22:41and I want
22:42to work for them
22:43and I'm happy
22:44to work for them
22:45what can you
22:46both of you
22:47what's your take
22:47on that
22:50well first
22:51I'd say that
22:52it's all about
22:53how your leaders
22:54embodies your culture
22:56so it's really
22:57leading by example
22:58culture is not just
23:00posters on the walls
23:01it has to be in
23:03every decision you
23:04make
23:04and it has to
23:06it's
23:07I mean
23:08it has to be part
23:09of what you talk
23:10about in a company
23:12so when you have
23:13a very strong
23:14culture
23:16first
23:17it's thanks to
23:19high dedication
23:20to it
23:20meaning that
23:21the first
23:22at Allen
23:23the first group
23:24of Alleners
23:25they spend time
23:27to decide
23:28how they wanted
23:29to work together
23:30as much as
23:31they spend time
23:33deciding on
23:34the product
23:34that we will be
23:36bringing to the market
23:38and
23:40we have a weekly
23:42newsletter
23:43for
23:43everyone in the company
23:45and also sharing
23:46this with our board
23:48and on this weekly
23:49newsletter
23:50the first section
23:52is on strategy
23:53the next one
23:54is on culture
23:54and then after
23:55we talk about
23:56the different updates
23:58from every part
23:59of the organization
24:00and the
24:02culture section
24:03of our weekly
24:04is a blast
24:05I mean people love it
24:06and people contribute
24:07and people comment
24:08and they want to
24:09be the next one
24:10to write it
24:11so we make it
24:12super live
24:13super well
24:15embodied
24:17and our leaders
24:18our founders
24:19refer
24:20when they make a decision
24:21they refer to
24:23our culture
24:25and this
24:26you know
24:27it has to be genuine
24:28and as Mark
24:29said
24:30I mean
24:30you cannot have
24:32your employer
24:33brand
24:34that you
24:35talk about
24:36and
24:37get your people
24:39live
24:40a totally
24:40different experience
24:41it doesn't work
24:43it has to be
24:44super consistent
24:45Mark
24:45you'd like to
24:46build on that
24:47I mean
24:47I think
24:48culture is not
24:49written on the wall
24:50I've worked for a lot
24:50of companies
24:51that here's their
24:52corporate values
24:53and it's not delivered
24:54it's not delivered
24:55by leadership
24:56and therefore
24:56it doesn't permeate
24:57in the organisation
24:58we're a founder
25:00led company
25:02we help companies
25:04to employ individuals
25:05around the world
25:06in locations
25:07where they don't
25:07have offices
25:08so yes
25:10that's a great
25:11business model
25:11it's great
25:12for our customers
25:13it's great
25:14for the individuals
25:15so we're a mission
25:16or a purpose
25:17driven company
25:18we're actually
25:20democratising
25:22the
25:23opportunities
25:23for those people
25:24those talent
25:25around the world
25:26no longer
25:27have to relocate
25:28to another market
25:29to get those
25:30types of opportunities
25:31so everybody
25:32that works with us
25:33understands that
25:34yes we're in a business
25:35you know
25:36we work very closely
25:37with our customers
25:38but actually
25:38we're changing society
25:40in a way
25:40because we're providing
25:41remote opportunities
25:42for people
25:43in you know
25:45developing countries
25:46that in the past
25:47may not have had
25:48those opportunities
25:49that then permeates
25:50into our culture
25:51that we're a supportive
25:52culture
25:52we're about
25:54promoting change
25:55we're very much
25:56we're global
25:58you know
25:58we don't have borders
26:00we don't have barriers
26:00I don't even bother
26:01asking people
26:02where are you located
26:04anymore
26:04because it's the
26:05Nigerian guy
26:06in Galway
26:07in Ireland
26:07that's doing the tech
26:08for me
26:09or it's the Indian guy
26:10that's in San Francisco
26:12it's really borderless
26:14right
26:14and so we attract
26:15people that
26:16don't see borders
26:18and we're the borders
26:19between people
26:20or countries
26:21or economies
26:22and once you have that
26:24the culture becomes
26:25a little bit contagious
26:26because everybody's
26:27interested in everyone else's
26:29I've never met somebody
26:30from that location
26:31tell me about yourself
26:32tell me about those things
26:33and I was just astonished
26:35because I've worked
26:36for companies
26:36and one of the large
26:38you know
26:39global executive search firms
26:40that would advise on culture
26:42to very large corporations
26:44and I walked into
26:45globalization partners
26:46and the culture
26:47was the strongest
26:48I've ever seen
26:49and 700 people
26:50have never met each other
26:52and may never
26:52meet each other
26:53so it's not
26:54culture needs to be
26:55everybody getting together
26:57there's something there
26:58it's contagious
27:00contagious is probably
27:01the wrong world
27:02given that we're coming out
27:03of a pandemic
27:04with viruses
27:04and things
27:05but it's very difficult
27:07but they're the intangibles
27:08they're the things
27:08that people look for
27:09and they gravitate
27:10towards that
27:11so we spoke about
27:14people centricity
27:15we want
27:16corporates want to be
27:17people centric
27:18now how can we do that
27:20if our managers
27:22are not taught
27:23to be people's leaders
27:25that's what
27:26I'm not saying that
27:27this is in your organizations
27:29but looking at corporates
27:31in companies
27:32in a broader sense
27:34what do you think about that
27:36are we training our managers
27:38to be people's leaders
27:41I think you are doing that
27:43at Allen a little bit
27:44I mean
27:45people centricity
27:47is at the core
27:49of your business
27:50but I'm talking about
27:52all the companies
27:53out there
27:54so we don't learn
27:55to be people leaders
27:56I mean the managers
27:57how do we become
27:59people centric
28:00if our managers
28:00are not people leaders
28:02I'd say it's a shift
28:04of the managerial stance
28:05we are
28:06we're shifting from a world
28:08of command and control
28:10right
28:10when the manager
28:11is giving the direction
28:13and is guiding the way
28:15people beneath him
28:18should be delivering
28:19and working
28:20toward a situation
28:22when especially
28:23when your team
28:24is on remote
28:25I mean
28:26and is distributed
28:30we're shifting
28:31to a paradigm
28:32of trust
28:33and empowerment
28:34a manager
28:36in any company
28:38can make a decision
28:39to behave
28:41through a directive style
28:45or through
28:46an empowering style
28:47and by sharing
28:50a lot of context
28:51not retaining information
28:53the world
28:55when having information
28:58is having power
28:59in my opinion
29:00is over
29:01start to be over
29:02information is available
29:04anywhere
29:05and so
29:06by giving a lot
29:08of context
29:08to your people
29:10you make them smarter
29:11you help them
29:12to be confronted
29:14to decisions
29:16and to choices
29:17and so
29:19what we encourage
29:20a lot
29:21is a culture
29:22of feedback
29:23the culture
29:24of
29:25raising questions
29:27rather than
29:28talking a lot
29:29so
29:29when you
29:31give context
29:33to people
29:33when you
29:35encourage them
29:36to make
29:37strong opinion
29:38when
29:39to be contrient
29:41to take
29:41the discussion
29:42healthy
29:44and you respect
29:45their opinion
29:46then they feel
29:47they can have a voice
29:49and they can
29:51have impact
29:53that's great
29:54to hear
29:55Mark
29:55yeah
29:55I mean
29:56I think
29:56management
29:57has gone away
29:57we can't
29:58manage people
29:59if people
30:00are working
30:00remotely
30:01we've got
30:01people working
30:01remote
30:02people working
30:03hybrid
30:03people in the office
30:04so
30:04management
30:05of people
30:06has gone away
30:07management
30:07of objectives
30:09right
30:09these are the
30:09things
30:10these are
30:10the deliverables
30:11I want to get
30:12out from you
30:12but Diane
30:13your points
30:14about empowerment
30:15empowering the people
30:16having the trust
30:17there
30:17it's almost
30:17become a coaching
30:18role
30:19right
30:19you're there
30:20for your team
30:21you're saying
30:22here's a time
30:23when I've had
30:23a similar experience
30:24this is what
30:25I would have done
30:26in that situation
30:26what would work
30:28here
30:28and really
30:29it's coaching
30:30and it's
30:31mentoring
30:32with different
30:33people within
30:34the organisation
30:34but the context
30:35is really important
30:36because the context
30:37is the glue
30:39that kind of
30:39holds it all together
30:40people have got
30:41the information
30:41and when you
30:42document
30:43a lot of decisions
30:44and people have
30:45access to that
30:46they start
30:47understanding
30:48why certain
30:49things happen
30:49why certain
30:50decisions have
30:51been made
30:52it used to be
30:53top down
30:53the leadership
30:54would tell
30:54the management
30:54the management
30:55would tell
30:56their teams
30:57and by the time
30:58the messages
30:59got down
31:00it's been lost
31:00but actually
31:01now we've got
31:02this empowering
31:03organisations
31:03where we're
31:04sharing a lot
31:04of information
31:05we're not
31:06making assumptions
31:07about how
31:08somebody's going
31:09to receive
31:09that information
31:10as well
31:10so we're giving
31:12people autonomy
31:13to decide
31:14okay this is
31:15the objective
31:16there are five
31:17different ways
31:17of getting there
31:18I have done
31:19this before
31:20I did it
31:20this way
31:21here's an
31:21example
31:22but you
31:23take the
31:24autonomy
31:24take the
31:25opportunity
31:25to do that
31:26and I think
31:27this is where
31:28as we work
31:29in remote
31:29environments
31:30we can't do
31:31anything other
31:31than that
31:32because we
31:33can't see
31:33people eight
31:34hours a day
31:35we can't
31:35check on
31:36what did
31:36you do
31:36today
31:37do this
31:39for an hour
31:39come back
31:40and check
31:40with me
31:40I might
31:41talk to my
31:41team members
31:42two or three
31:42times a week
31:43but it's really
31:44about removing
31:45barriers for them
31:46getting their
31:46work done
31:47so the
31:47objective
31:48driven
31:48sort of
31:49OKRs
31:49that are
31:50very key
31:51in the tech
31:51scene
31:51have really
31:52worked for us
31:53I think
31:53right
31:54just one
31:55quick word
31:56on diversity
31:57and inclusion
31:57I think
31:58it's a key
31:59topic
31:59so how do
32:00we attract
32:01diverse talents
32:02any clue
32:03on that
32:04any tips
32:05I think
32:06for us
32:07we're a very
32:07diverse
32:08organisation
32:08so as
32:09somebody's
32:10coming in
32:10the door
32:11the interview
32:12panel
32:12is in
32:13multiple
32:13countries
32:15gender
32:15diverse
32:16racially
32:16diverse
32:18you
32:19sort of
32:20role model
32:20that
32:20the worst
32:21thing is
32:21that you
32:22come in
32:22and you
32:22meet people
32:23that are
32:24all the
32:24same
32:24and have
32:25the same
32:25views
32:26so I think
32:26diversity
32:27and recruitment
32:27starts with
32:28attracting
32:29being very
32:30open
32:30in terms
32:31of the
32:31types
32:31of people
32:32that you're
32:32looking for
32:33the types
32:33of experience
32:34not looking
32:35for brand
32:36names
32:36necessarily
32:37sometimes
32:37did you
32:38go to
32:38I went to
32:39Georgetown
32:39University
32:40Georgetown
32:40did you
32:41go to
32:41Harvard
32:41and you're
32:42sort of
32:42segmenting
32:43already
32:43the types
32:44of companies
32:44have you
32:45worked for
32:45Apple
32:45Facebook
32:46Google
32:46we have
32:47some
32:47fantastic
32:48people
32:48that come
32:49from
32:49companies
32:49I've never
32:50heard of
32:50before
32:50diversity
32:51in their
32:52experience
32:52as well
32:52is really
32:53really
32:53important
32:55the way
32:55we've
32:56designed
32:56our
32:57hiring
32:57process
32:58is
32:58to
32:59kill
33:00unconscious
33:01bias
33:01we
33:02have
33:03a very
33:03structured
33:05process
33:05and
33:06guided
33:06interviews
33:07and
33:08maybe
33:08just to
33:09give
33:09an example
33:10one of
33:10the first
33:11step
33:11of our
33:12hiring
33:12process
33:12is we
33:14ask the
33:14candidate
33:15to answer
33:15written
33:16questions
33:16we have
33:17a set
33:18of
33:18questions
33:18they are
33:18the same
33:19for
33:19everyone
33:20so
33:20instead of
33:21focusing
33:22on their
33:22background
33:23whether they
33:23have the
33:24exact
33:24education
33:25background
33:25that we
33:26would be
33:26looking for
33:27or they've
33:27been in that
33:28company
33:28or that
33:28company
33:29we just
33:30give them
33:30a chance
33:31to impress
33:32us
33:33through
33:33the way
33:34they will
33:35teach
33:35about
33:35their vision
33:36of the
33:37health
33:37system
33:38about
33:38what
33:39impact
33:40they want
33:40to have
33:41at
33:41Alan
33:41what they
33:42want to
33:42learn
33:43and
33:43just
33:44reading
33:45is
33:45incredible
33:46because
33:47you know
33:47so much
33:48about the
33:48person
33:48and then
33:50eventually
33:51you're able
33:52to build
33:52a superb
33:53diverse team
33:54fantastic
33:55thank you
33:55to both
33:56of you
33:56thank you
33:57very much
33:57for sharing
33:57your insights
33:58today
33:58it was great
33:59to have you
34:00on the set
34:00thank you
34:01Mark
34:01thank you
34:01thank you
34:02very much
34:02thank you
34:02Diane
34:03so
34:04it's time
34:05for us
34:05to take
34:06a short
34:06break
34:07we'll be back
34:07in a couple
34:08of minutes
34:08for our next
34:08session
34:09entitled
34:10resourcefulness
34:10doing more
34:11with less
34:12continue to ask
34:13your questions
34:14on their
34:15platform
34:15digital platform
34:16and I'll see
34:17you in a bit
34:17thank you
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