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September 2015 - TD Magazine

An interview with Julie Clow, Senior Vice President, Global People Development, Chanel

An Interview with Julie Clow

香奈儿 全球人才发展高级副总裁纽约Julie Clow是《工作革命：为了一切的自由与卓越》一书的作者。她现任香奈儿全球人才发展高级副总裁一职，她此前曾在谷歌任职五年，期间负责组织文化，团队绩效和领导力的工作。她拥有行为分析的博士学位。在谷歌工作的五年改变了您对工作方式的看法。您是否认为每家公司都可以成为“谷歌”呢？我是一个乐观主义者，我觉得答案是：可以。事实上，这也正是我写《工作革命：一切为了自由与卓越》一书的原因。但是，我认为每一家公司都必须具有独特性，并对其文化的执行方式引以为豪。然而基于“什么是谷歌？”，以及“他如何对员工进行授权？”的 这些问题背后的原则也绝对应该成为任何一家公司以其特有的方式所信奉的原则。这并非是指去克隆谷歌所做的一切，它是指采用一种适合于每家公司的基本原则，比如更关注于结果的影响，而非具体的活动，或者是赋予员工制定其日程安排的自由，并以创新的方式解决问题。是否每个人，包括招聘经理和应聘者，都对文化的适应度给予了足够的重视呢？许多公司都会花费时间来定义其重要的文化要素，他们相信这是融于一家公司，并使其获得成功的关键。这对公司和寻求工作机会的应聘者来说都有益处。在就业选择过程中使用这些定义的势头越来越强。这是为什么？如果你雇佣的员工对组织缺乏归属感，他们也无法成为真正的自己，那么随后这就会制造出许多问题，即便在短期内似乎还算过得去。如果你作为一名员工，感觉自己不得不在处事方式、价值观以及凭直觉所做的业务决定上做出太多的改变，你将无法以真正的自我投入工作。随着时间的推移，这将严重影响你的敬业度，同时组织也无法充分发挥你在岗位上的天赋才能。Advertisement您曾谈到要把乐趣融入工作场所。那么作为人力资源和人才发展专家，对此可以提供什么帮助呢？首先，公平的讲，乐趣并不等同于乒乓球桌。对我而言，它是指让人们可以完全的投入工作，并创造一种娱乐感。人们应该从他们从事的工作中获得乐趣，这包括寻找工作流程中的方法，与同事互动，运用新方法来解决棘手的问题，甚至是基于私人层面的社交，来认识和了解他人。以上这些都体现着营造社区这样一个层面，这也许可以让人才发展专家找到思考的方向。当思考敬业度的整个概念时，我认为敬业度具有许多不同的组成部分。它包括诸如工作生活的平衡，对本职工作的热爱，以及具有明确的工作目的。但是，这其中也和与你共事的人，你对公司喜爱程度，以及你在他人生活中所投入的多少有着极大的关系。如果我们的目标是提高员工敬业度，那么我们就不能够忽略在工作场所内营造社区所需要的要素。这可以通过许多不同的方式来实现，但我的建议是，要考虑你的组织文化，并在此基础上进行构建。人们如何才能把工作和生活完美融合，而不会持续的感到压力或受制约？我开始思考这一点的方式是通过将能量可视化为一种持续的过程，它的极限一端包括那些会使我们耗费大部分精力的事情，比如工作，学习和锻炼，而在相反的另一端则是让我们得以恢复精力的事情。睡眠显然是一种能量恢复的最终方式，但是还有许多其他活动也可以有所帮助。我们可以进行阅读，观看电视，聆听音乐，烹制美食，从事诸如此类的活动。这种能量的持续性将使其更易于被理解，并使我们对能量损失和能量恢复方面所做的事情进行平衡。我无需把工作和所有其他活动之间划出明确的界限，但我会更多的去考虑自己耗费在这些事情上的能量会有多少，并确保进行足够的活动得以恢复，以便使我能够持续的从事所有的事情。如果我遇到某种特殊的情况，需要工作和写作达数小时，而且我也总是感到精疲力竭，这就表明我在恢复能量方面所做的事情是不够的。我知道自己必须放慢一点工作的节奏，来关爱自己。这是处理工作与生活问题的另一种不同方式，我认为从这个角度出发，会涌现出许多有趣的想法。译者：廖婷

Julie Clow专访

The American Society for Training & Development announces that Julie Clow, Learning and Development Manager, engEDU, Google, is joining the Society's Board of Directors for a three-year term, 2011-2013.Dr. Clow leads non-technical training and organizational development for Engineering at Google, setting strategy and direction for leadership, management and team effectiveness initiatives. Previously, Dr. Clow served as the Learning Technologies Manager for Google University. Her scope included setting the strategy and vision for scaling and globalizing Google University leadership and development programs, as well as fostering innovations for infrastructure and delivery mechanisms. She also founded the first e-Learning team within the company.Prior to joining Google, Dr. Clow served as the Chief Learning Officer and Proposal Manager for Carley Corporation, a custom training solutions provider in Orlando, FL. She designed large-scale learning solutions and led teams to develop and implement instructor-led curricula, e-Learning, and high-end simulations for clients such as the U.S. Navy, BellSouth, Molex, and the Asia-Pacific Economic Cooperation.Dr. Clow has a Ph.D. from Auburn University in Psychology with an emphasis in Organizational Behavior Management.

Julie Clow of Google Joins ASTD Board of Directors

Julie Clow is author of The Work Revolution: Freedom and Excellence for All and co-founder of workrevolution.org. She earned her PhD in psychology and started her career as an instructional designer producing custom training solutions for large-scale clients. She joined Google in 2006 and spent five years there focusing on team effectiveness, leadership and management, and organizational culture, primarily for engineers. Clow moved to New York in 2011 to join Two Sigma Investments as the head of organizational and people development, a forward-thinking investment management company. She joined Chanel at the start of 2015 as the senior vice president of global people development. Connect with Clow on Twitter at @clowjul or by visiting workrevolution.org.

Julie Clow

Spring 2016 - CTDO Magazine

Figure out what your company wants and needs to be, and then envision the culture that will create the conditions for success.

The Rise and Importance of Shaping Organizational Culture

Walter McFarland, founder and president of Windmill Human Performance, LLC, and a former senior executive at Booz Allen Hamilton, is serving as the 2013 chair of the Board of Directors for the American Society for Training & Development (ASTD). McFarland served as chair-elect in 2012.McFarland’s work focuses on the design and implementation of strategic human resource systems, including new leadership models for the 21st century, more effective management of a multi-cultural workforce, and how to improve performance during organizational change. His clients cut across the public and private sectors and include the Federal Reserve, the United States Department of Defense, The World Bank, and several Fortune 500 companies.Before founding his own company, McFarland was the senior vice president for HR and Learning at Booz Allen Hamilton, a director at Hay Management Consultants, and also served as a Special Assistant to the Secretary of Defense. McFarland served on President Obama’s 2012 Rank Award Council.A lifelong learner, McFarland holds several advanced degrees from universities including Georgetown, George Washington, Southern Illinois, HEC Management School in Paris, and Oxford University.McFarland leads ASTD’s 14-person board, members of which include:• Martha Soehren, ASTD Chair-Elect and Chief Learning Officer and Senior Vice President, Comcast• Tony Bingham, ASTD President and CEO• Laurance Alvarado, President, Othon Group International• Julie Clow, ASTD Secretary and Vice President, Learning and Development, Two Sigma Investments• Jenny Dearborn, Vice President and Chief Learning Officer, SuccessFactors, an SAP Company• Lisa Downs, CPLP, Strategic Business Partner: Learning, Training, & Development–Engineering Support, Boeing• Charles Fred, Founder and CEO, The Breakaway Group• Rob Green, Vice President, Global Sales & Delivery, Oracle University• Michael Korcuska, Senior Director, International Product Management, LinkedIn• Marci Meaux, Vice President, ACT Services Transformation Office, Cisco Systems• Anne Schwartz, ASTD Treasurer and Vice President, Global Leadership Development, UPS• Mary Slaughter, Chief Learning Officer and Senior Vice President, Talent Management and Development, SunTrust Bank• Robert Todd, Technology Director, ?What If! Innovation PartnersFor information about the board members, visit www.astd.org/About.

Walter McFarland Chairs ASTD’s 2013 Board of Directors

Employee engagement is a catchall term to describe happy employees and also employees who are less likely to leave the organization. But what is truly at the core of employee engagement? How do you measure it? How do you increase it? And how can trust leaders to increase engagement? This session will focus on the trends in the workplace that reimagine what work can look like. The speaker will discuss specific trust-based management practices, work-space principles, and employee perks that companies are exploring to drive employee engagement. In each example, you will explore the rationale for the practice, as well as the potential for implementation in other organizations. In addition, we will cover strategies for measuring employee engagement to understand the affect of workplace changes.

The Trust-Based Work Environment: Reimagining Work to Drive Employee Engagement

February 2012 - TD Magazine

Design for How People Learn By Julie Dirksen (New Riders Press, $39.99, 272 pp.) Reviewed by Ann Pace I can vividly remember my ninth-grade English classespecially the demanding, irritable, and perfection-expecting teacher. Because of him, much of what I learned those 15-odd years ago about grammar, literature, and writing...

Designing Learning for Tidy Closets

Motivating employees to take charge of their development be a simpler task than you thought.

Motivating Employees to Take Charge of Their Development

Three actions leaders can take to engage works teams and boost performance.

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