livingHR

Chief People Officer

Self-Onboarding Guide
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Congratulations!
You have been a corporate executive and leader of a
critical business function for some time now. You have a
vital voice at the table and are a part of a team of minds
behind leading a corporation. You and your team need to
operate as an integral part of the overall corporate
strategy and the enterprise's success.

This guide is to help you revitalize and refresh your role as

the CPO. While you already understand the workings of the
business and its critical success factors, it's always a
bright idea to take a moment to stop and re-prioritize the
essential programs of HR.

So, let's get started.

Organization + Strategy
Overall Goals

• Gauge early expectations of CHRO rol

• Understand the company strateg
• Gain an initial high-level view of the organizatio
• Solicit feedback regarding the performance of the HR
team from its key customer
• Create a 90 – 180 – 365-day pla

Actions

• Study the organization charts for the entire company,

formulating questions about overall structure and roles
• Meet with the CEO to set a tone for discussin
expectations and set a cadence for future interactio .
• Attend key meetings with peers at the enterprise level
to gain insight into the business functions of the
organization and how decisions are made.
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CEO Meeting Agenda
Get a clear understanding of the CEO’s expectations of what
you will deliver over the next 90 days, six months, and one
year.

• Ask specific questions about how they like to work, i.e.,

level.
• of detail and involvement in HR matters, hot buttons,
preferred communication vehicles, etc
• Gain access to the company’s strategic and operational
plan, KPIs, etc
• Set up regular touch bases with the CEO, including a
follow-up.
• discussion so that you may share initial observations and
a top-level talent and organizational assessmen .
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 Senior Leader Meeting Agenda
• Review organization, using the org chart (as available) to
guide the conversation around talent and role
• Solicit input from each leader regarding their talent-
relate
• needs and experience with past HR team performanc
• Ask them to share their budgeted headcount forecast/
workforce pla
• Gain insight from each leader into enterprise-level
meetings critical to gaining an understanding of
fundamentals (Profit Improvement meetings, product
selection forums, Salesforce Admin, etc.) that you should
atten
• Get their take on the inner workings of the organization
including, but not limited to
• Behaviors, leadership capabilities, and cultural norms
• what’s celebrated, and what isn’t tolerate
• How other senior leaders failed or succeede
• Accepted interaction and communication practic
• Gain perspective on the politics and hierarchy that may
impact the work
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 HR Team
Goals
• Reduce the period of uncertainty and instability associated
with a leadership change.
• Gain insight into team dynamics.
• Create an early environment for candid conversation wit your
team.
• Share information and clarity around your style and
expectations.
• Gain an understanding of HR KPIs and goals.

Actions
• Get to know your team initially.
• Schedule 1:1s with each team member, beginning with
leadershi
• Review the HR team’s KPIs, goals, metrics, etc., and talk through
specifics at 1:1s with HR leaders.
• Arrange for a facilitator to conduct a “New Leader
Assimilation” meeting/exercise with your HR team or team
leads depending on the organization's size (see the guide on
page 7 .
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New Lead r
Answer these questions for pre-work & group
discussio :

• What brought me to the organization

• What is the ideal team/leader relationship
• What is my preferred way to give feedback
• How do I communicate best
• Pet Peeves and hot button
• How do I use technology
• How do I respond to respectful disagreement
• How do I best manage stress, and what signs might
inform others I’m stressed

Team questions for pre-work & group discussio :

• What type of work projects engage me

• How I prefer to work (team, individual, etc. ?
• How have decisions been made in the past, and what
needs to change
• What is impacting the business in a positive and
negative way
• What HR or company processes do and don’t work
• What roadblocks does the HR Team continually face?
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 Technology
Goals

• Understand what systems keep the business

operating
• Gain insight into significant overhauls needed or
planned and how the business will be impacted.

Actions

• Obtain access to all HR technology and determine the

efficacy.
• Meet with Business Unit or IT leaders to gain an
overview of all critical business enterprise systems, i.e.,
WMS, Financial Reporting, Project Management
Systems and Software, Market/Sales/CRM systems, etc.
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 Financial
Goals
• Understand the company’s budgeting process and
timeline and what will be expected of you as a
business unit leade .
• Assess the overall financial makeup and performance
of the HR function.

Actions
• Meet with the CFO or the Head of FP&A to review the
company’s budgeting process, annual schedule/
deadlines, and templates for presentations.
• Review the organization’s workforce plan (Headcount
Forecast
• Do a deep dive into the HR Budget, analyzing the past
three years of budget performanc .
• Identify critical vendors and associated cost .
• Identify top cost line items, i.e., relocation, recruiting,
technology, etc
• Obtain a detailed history of past “asks,” i.e., what has
been proposed/approved/cu .
• Gain an understanding of how future budgets are set,
specifically, the “spend it or lose it” mentality – critical
to ensuring annual department funding stays intact.
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 Marketing + Communications
Goals
• Understand the company’s approach to internal and
external marketing
• Assess the overall goals and KPIs of the marketing
function

Actions
• Meet with the Chief Marketing Officer or the Head of
Brand to review the company’s marketing process,
annual schedule/deadlines, and presentation
templates.
• Do a deep dive into the company brand, analyzing the
brand guide and communication
• Identify how marketing can support HR internal
communication goals Align external marketing goals to
internal HR goals.
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 Customer Facing Roles
Goals

• Understand what approach the company utilizes with

its customer .
• Gain a customer perspective on the bran .
• Analyze KPIs/metrics used to gauge customer
satisfactio .

Actions

• Meet with the Customer Care Leader, Head of Sales,

and any other roles that interact with the customer.
• Deep dive into KPIs and metrics relative to the sales
organization, call center, and different customer-facing
roles.
• If possible, arrange t
⚬ Attend a sales cal
⚬ Listen to a call with a customer care representativ
⚬ Arrange a touch base with the Escalation Team or
the place where the most critical customer issues
are handled
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Vendor Partners
Goals:
• Identify key HR vendors and their impact, performance,
and cos .

• Actions:
• Review cost, performance, and contractual details for
each vendo .
• Set up in-person meetings where appropriat .
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Community
Goals:
• Get an initial impression of how the external
community views the compan .
• What are current philanthropic/service goals and
philosophies, and what is the future potential

Actions:
• Review relationships with nonprofits and the overall
philanthropic history of the compan .
• Set up meetings, where appropriate, with local
legislative representative .
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 HR Programs & Services
Review
Goals

• Deep dive into current offering

• Evaluate HR programs in light of the Company brand
and person
• Prioritize items in terms of Build, Rebuild, Eliminate
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HR Programs & Services
Revie Checklist:
Employer Brand – what’s out there for prospective talent to
see? What is the experience for current employees

Culture/engagement – current versus aspirational vision for

culture? Has any work (surveys, focus groups, etc.) been done
around engagement

What is the culture persona? Are all programs aligned with it

Candidate Journey – map the current process and

touchpoints from awareness through the offer

Employee Journey – analyze and evaluate onboarding, first-

year experience, performance feedback tools, development
opportunities, transition processes, exit interviews, and
alumni connections

Total Rewards – is there an articulated philosophy? Do we

reward consistent with cultural norms and persona? Are they
clearly communicated

Compliance – is the company up to date on policies, and

how are they administered? Is their compliance with FLSA,
FMLA, ADA, and other foundational legal requirements?
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livingHR’s Culture
Personas ©
What Is Your Persona?

Jetsons: Visionary. Always Campaigner: Advancement.

looking at the future for what is Powerful, creates alliance to get
possible. Purpose extends to the desired end result.
beyond one-self and the now. Community focused.

Olympian: Achievement. Campfire: Collaborative. Social.

Results, winning, running fast and No walls. We all hang out
all about the sales and because we want to.
performance!

Techie: Highly-technical. Think Disruptor: Highly-innovative.

highly intellectual/nerd culture. Encourages mistakes. We are
Works more independently to pioneers who are willing to take
do great work. risks.

ALL-IN!: Intense. We live, eat, Purpose Corp: Think of the

breathe this place. Work and life Peace Corp. We do meaningful
are one. work that makes a big impact.

Kind Crew: Customer comes Unicorns: People-first. Highly

first; service-minded. We humanized workplace where
celebrate when we deliver WOW people come before profit.
service! Appreciation for the unique
contributions of each person.

Apple Pie: Traditional. Ethical,

steady course, reserved.
Talent + EVP Mapping
Goals:

• Understand the company’s current state with talen .

• How many requisitions are currently ope .
• Understand talent differentiators to inform EVP
• Understand current state offerings for wellbeing and
rewards

Actions:

• Meet with talent acquisition team member(s) to

understand
⚬ Area for opportunit
⚬ Open roles by department/functio
⚬ Talent dashboard of turnove
⚬ Hiring metric
⚬ Current Talent strateg
• Conduct discovery to complete EVP Assessmen
• Gain insight into the current state of wellbeing and
rewards
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EVP Assessment
For your company, mark which you offer and which you don’t. For any “Yes”
answers, provide some additional specifics in the “comments” column.

Yes No Comments
Compensation

Financial support for work-related expenses

Fair and equitable pay

Benefits

Rewards and recognition program

Paid time off such as vacation, sick and personal

Standing or walking workstations

Affordable comprehensive benefits offered (medical,

dental, vision)
Employer paid benefits like life, STD, and LTD

Flexible time off for specific spiritual & religious

holidays/celebrations
Support time off and discourage after- hours work

Ability to work from home/remotely

Wellbeing

Toxicity is addressed

Wellness programs that encourage participation and

financial incentives for participation
Built in pauses such as meditations, articles,
quotes, stretches, or other activities
Stress management programs

Flexible schedules

Organization supports life outside of work

Genuine interest in personal wellbeing/life load from

leadership
EVP Assessment
Yes
Yes No
No Comments
Comments
Rewards + Perks

Safe, up to date working environment and campus

Healthy options for meals and snacks

Growth + Learning

Role clarity and expectations

Clear career paths

Meaning

Inclusive work environment

Genuine and authentic communication

Consistent, supportive feedback

environment

Collaborative work environment

Gratitude and growth mindset resources

Mindfulness and meditation apps or classes

Giving and volunteering programs (blood

drives, charity drives, time off for
volunteering)
Councils, resource groups and/or affinity
groups

Opportunity for meaningful work

DEIB
Goals:
• Understand the company's strategy for diversity,
equity, inclusion, and belonging (DEIB .
• Determine the company's DEIB strategy areas of
opportunit .

Actions:
• Meet with talent acquisition team member(s) to
understand
⚬ Area for opportunit
⚬ Open roles by department/functio
⚬ Talent dashboard of turnove
⚬ Hiring metric
⚬ Current Talent strateg
⚬ Determine current state level on DEI Evolution
Model and determine future state-level objectiv
⚬ Complete the DEIB Self-Assessment
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DEIB Evolutio Model ©
End Goal

Step 5
Transform

Step 4
Integrated

Step 3
Develop

Step 2
Exploratory

Step 1
Risk Adverse

The Start
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DEIB Evolutio Model ©
The Start
Step 1: Risk Adverse
Definition: Diversity is an HR function initiative addressing compliance basics to
mitigate risk.

Indicators: Compliance- lens, policy + requirements driver (e.g. EEO, annual

harassment training, etc.), no defined organizational culture.
Diversity hiring and advancement are to achieve baselines.

Step 2: Exploratory
Definition: Introspective and awareness building. Gathering voices and inputs,
identifying gaps and where responsibility, and where they'd like to continue to
develop. Identifies barriers to equity and inclusion in policies and systems.

Indicators: Conducted listening sessions, shared general awareness learning

(unconscious bias training, etc.), and identified the infrastructure and system
needs. Recognition and realization from leaders (at all levels) for "why" this work
matters. Some discomforts start to emerge. Equity analysis, formation of spaces
for DEIB conversations (e.g., ERGs, committees, etc.). Explicit leadership buy-in
and commitment.

Step 3: Develop
Definition: Organization's decisions are systematically guided by equity
considerations. DEIB goals and strategies are defined. Leaders at all levels are in a
phase of continuous learning and have a clear commitment to taking actions.

Indicators: Well-defined culture and purpose. Intentionality around talent brand,

sourcing and selection strategy. Offering
continued learning for leaders at all levels and
stakeholders on more developed topics in DEIB. Fosters ongoing DEI learning and
growth for its staff, management and board. The organization has DEIB policies
and an organizational plan with clear goals, objectives and indicators of progress
and success. Space created for feedback loops for continuous DEIB
improvement.
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DEIB Evolutio Model ©
Step 4: Integrated
Definition: Thoughtful and intentionally designed experiences and mechanisms
create and maintain DEIB accountability to the organization's internal and external
constituents, as well as supplier diversity. The brand is clear and open about its
stances on social responsibility and justice topics.

Indicators: Revised and implemented change in practices, policies, and

experiences based on exploration and development work for strengthening and
maintaining diversity; staff and board are representative of the community they
serve; effective retention strategies are implemented. Formalized CSR, Advocacy
work with communities experiencing disparities. Understanding of trauma and
focus on wellbeing. Technology is reviewed to ensure bias is mitigated.
Transparent DEIB statement, data, initiatives, and communication internally and
externally. People within the organization have sense of purpose, connection,
belonging, and meaning.

The End Goal

Step 5: Transform
Definition: DEIB is transformative in the organization's strategy. Sustainable and
strategic advantage for the business, leading to better outcomes and a more
inclusive culture for people in and outside of the organization. Disrupting the
world to do better.

Indicators: Demonstrated sustainability and impact in DEIB work. Barriers have

been dismantled in all practices and systems. Access to opportunities is realized
by everyone in the communities the organization serves.
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DEIB Self-Assessment

What could
What are you doing well (+)
be improved
(-)

Talent brand

Sourcing
+
Selection

Capabilities

Representation
+ Equity

Leadershi
p Mindset

DEI in
Org
Strategy
CSR
Goals:
• Understand the company’s current state of corporate
social responsibility (CSR) efforts
• Map future state opportunities for non-profits.
• Understand the external brand stand and voic .

Actions:
• Meet with key stakeholders to understand
⚬ Areas for opportunit
⚬ Give back efforts in the pas
⚬ External voic
⚬ Complete the CSR/Brand Stand Self-Assessmen
⚬ Review suppliers for CSR alignment
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CSR/Brand Stand
Self-Assessment

What could
What are you doing well (+)
be improved
(-)

Customers

Social
Responsibilit
y

Suppliers

Culture Code
+ Brand Stand
A Few Final Thoughts…
Your role is an ongoing journey. Be mindful and enjoy the
experience along the way

You and your team set the company standard for leadership and
positive culture. Be aware of that in all you do. Strive for greatness
Surround yourself with a smart, like-minded team who can help
guide the organization to your vision

Be kind. Be human. Be culture-centric

Just when you think you’ve seen it all, you haven’t. Sometimes all
you can do is remain calm and tap into your/your team’s
collective wisdom and common sense

We wish you the best of success. You got this.

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