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Colgate-Palmolive Gives Employees A Digital Knowledge Boost
Although founded in 1806, the New York City-based consumer products giant considers itself to be an innovative growth company. To stay that way, Colgate-Palmolive has invested in a comprehensive digital-training program aimed at each of its 16,000-plus employees worldwide who work in company offices. As Brad Watt, Colgate’s chief learning officer, puts it: “The key to our long-term success is our ability to constantly innovate.”
Every in-office employee is encouraged to take a skills assessment to identify growth areas and training that will help them advance in their careers. Along with creating more equitable access to training and advancement opportunities, the program has allowed the company to tap into a wider pool of talent. Among the results generated by employees as a result of such training are more than 100 automation ideas, patented algorithms that analyze clinical data to identify emerging trends and the elimination of virtually all delivery errors within Colgate’s customer delivery appointment bot program.
We see digital training as a way to break down barriers and create equity of opportunity for all our employees.”
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BRIGITTE
KING
Chief Digital Officer, Colgate-Palmolive
Executive Vice President and Chief Human Resources Officer,
CSAA Insurance Group
MELISSA
JONES
As we continue to experiment with a hybrid workforce, we are candid with our employees about what we are doing and why. This includes evaluating and implementing new software platforms that are focused on employee engagement.”
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CSAA Insurance Group offers insurance to AAA members through clubs in 23 states and the District of Columbia. With many of its employees working hybrid schedules, the company is testing various tools meant to keep workers engaged and connected. One is the water-cooler-conversation platform Twine, which matches employees with one another for a few minutes of conversation.
The company is also adapting its practices and policies through what it calls the “Norms for Our Future of Work” project. Some of the shifts that have emerged from that exercise so far include an agreement to keep cameras on during meetings, which helps people feel more connected, and an agreement to abstain from scheduling meetings between 8 a.m. and 11 a.m. on Wednesdays to give everyone more space for other work.
CSAA’s human resources chief, Melissa Jones, says the latter move alone has been a huge hit. “Employees can use the time to catch up on emails, build their development skills or give time to other things they couldn’t focus on before because of meeting overload or other extenuating circumstances,” says Jones.
CSAA Tests New Ways To Engage Hybrid Workers
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Senior Vice-President and Chief Human Resources Officer, Houston Methodist
Carole
Hackett
The feedback we received from employees helped us to enhance our offerings and benefits, and provided the foundation for us to create innovative processes, approaches and technologies to benefit our staff and our patients.”
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To understand why Houston Methodist was No. 2 on Forbes’ list of America’s Best Large Employers in 2023, look at how the hospital empowers employees. When designing its menu of service offerings, the company turned to its staff for ideas and direction.
As a result of focus groups and other employee feedback, it created a centralized self-scheduling system to provide more flexibility and control to employees. Its apps also offer holistic health suggestions and free virtual psychiatric support, and the company is creating a new digital portal for internal communications.
“Employees are highly engaged,” said Thomas Vernon, Houston Methodist’s chief experience officer. “We’ve continued to see a reduction in turnover near pre-pandemic levels.”
Houston Methodist Gives Employees A Say Over Benefits
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Chief People Officer, Fetch Rewards
Rachel
Olchowka
Our tech and product teams are geographically dispersed, so the employee experience isn’t just governed by people operations or HR.”
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With a hybrid workforce of 848 employees working on its industry-leading rewards app, it’s no surprise that Fetch Rewards offers its workers 10 opportunities every day to give a “microbonus” to a helpful colleague, who can use the rewards for gift cards.
The Madison, Wisconsin-based company also uses cameras and smart boards that enable far-flung teams to collaborate. Rather than put the responsibility for talent solely in the hands of human resources, the company has a cross-function “people experience” team that promotes innovation and a better flow of ideas.
That marriage of talent has made it easier to innovate in areas like volunteering, too. Rachel Olchowka, Fetch’s chief people officer, notes that “with a distributed and hybrid workforce, not everyone is in the same place to volunteer together.” To adapt, the company now offers virtual volunteering opportunities, along with social-impact events, to help employees build connections to their communities and one another.
Fetch Brings Its Workers Together Virtually—And Rewards Them
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Chief People and Corporate Affairs Officer, American Tire Distributors
Rebecca
Sinclair
In today’s virtual world, mobile access is necessary for a hybrid worker. It’s important to develop a platform that reaches the entire workforce. This technology should integrate and complement other systems.”
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More than one-quarter of the 5,000-plus people employed by American Tire Distributors work remotely, and the rest are dispersed across more than 115 North American distribution centers.
To help create a cohesive culture and camaraderie, ATD launched #LifeatATD, a social media network that lets employees post stories, updates and connect. Along with allowing workers to comment, like and share information, the app’s content can be translated into other languages.
“Associates love being able to connect,” says Rebecca Sinclair, who oversees human resources and corporate affairs. Along with sharing best practices and photos, “they like the storytelling aspect that keeps them informed.”
American Tire Distributors Takes Inspiration From Social Media
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