Key Takeaways
1. People-centric companies prioritize purpose, community, and growth
"What used to be just a paycheck has now also become a community, a sense of purpose, and a place to grow."
Purpose drives engagement. Employees who understand how their work contributes to the company's mission and impacts the world are more likely to find meaning in their roles. This sense of purpose leads to higher engagement, better performance, and increased retention.
Community fosters belonging. A strong workplace community is characterized by high trust, effective communication, respect for differences, and cooperation. When employees feel they belong to a supportive group working towards shared goals, they build real friendships and develop a deeper connection to the organization.
Growth opportunities retain talent. Companies that invest in employee development see longer tenures and higher productivity. This includes:
- Providing clear career paths
- Offering learning and development programs
- Encouraging skill acquisition through challenging assignments
- Supporting both vertical and lateral career moves
2. Strong company values are essential for hiring and culture-building
"If a company only pays lip service to its principles, interviewers will not make them a priority when they talk to job candidates."
Authentic values guide decisions. Company values should be specific, meaningful, and actionable. They serve as a north star for decision-making at all levels of the organization. When developing values:
- Make them unique to your company
- Ensure the opposite could be true for another company
- Involve employees in the process to gain buy-in
Values inform hiring practices. Use company values to:
- Craft job descriptions that attract aligned candidates
- Design interview questions that assess cultural fit
- Involve employees who embody the values in the hiring process
Living values strengthens culture. Regularly reinforce values through:
- Recognition programs tied to value demonstrations
- Leadership communication and storytelling
- Onboarding and training programs
3. Continuous feedback and goal-setting drive performance
"Continuous feedback = No Surprises"
Regular check-ins improve outcomes. Move away from annual performance reviews to a culture of ongoing feedback. This approach:
- Allows for timely course corrections
- Reduces anxiety around formal reviews
- Strengthens manager-employee relationships
Effective goal-setting frameworks. Use either SMART goals or OKRs (Objectives and Key Results) to:
- Align individual work with company objectives
- Provide clear expectations and measurable outcomes
- Increase motivation and focus
Balanced feedback is crucial. Managers should provide both positive reinforcement and constructive criticism. Key practices include:
- Recognizing achievements promptly
- Addressing issues as they arise
- Framing feedback as a collaborative problem-solving exercise
4. Employee engagement surveys inform cultural improvements
"Data can act as a 'smoke signal' to show you where the fire is in your organization."
Regular pulse checks. Conduct engagement surveys 2-4 times per year to:
- Gauge overall employee satisfaction
- Identify areas for improvement
- Track progress on cultural initiatives
Design effective surveys. When creating engagement surveys:
- Focus on actionable insights
- Include both quantitative and qualitative questions
- Ensure anonymity to encourage honest responses
Act on survey results. To make surveys impactful:
- Share results transparently with employees
- Develop action plans to address identified issues
- Follow up with pulse surveys to measure improvement
5. Career pathing and growth frameworks foster employee development
"Career pathing provides that structure – it offers a clear look ahead for employees within a certain role, at a certain level."
Create competency matrices. Develop frameworks that outline:
- Skills and behaviors required for each role
- Progression paths within and across departments
- Clear expectations for each level of seniority
Implement growth plans. Work with employees to:
- Set personal development goals
- Identify skills gaps and learning opportunities
- Create actionable steps for career advancement
Provide diverse learning experiences. Offer a mix of development opportunities:
- On-the-job learning (70%)
- Social learning through mentoring and coaching (20%)
- Formal training programs (10%)
6. Data-driven HR strategies prove People teams' strategic value
"Data is the key to proving that HR is a critical strategic function rather than a cost center that companies feel compelled to have."
Track key HR metrics. Focus on data points that align with business objectives, such as:
- Recruitment efficiency (time-to-hire, cost-per-hire)
- Employee performance and productivity
- Engagement and retention rates
- Learning and development effectiveness
- Diversity, equity, and inclusion progress
Leverage analytics for insights. Use HR data to:
- Identify trends and potential issues
- Make evidence-based decisions
- Demonstrate the impact of People initiatives on business outcomes
Communicate HR's value. Present data-driven insights to leadership to:
- Secure resources for People programs
- Influence strategic decision-making
- Position HR as a key business partner
7. Adapting to challenges strengthens organizational resilience
"I'm a strong believer in the saying 'a smooth sea never built a skilled sailor.'"
Embrace vulnerability in leadership. During challenging times:
- Acknowledge uncertainties and limitations
- Communicate transparently about decision-making processes
- Demonstrate empathy and support for employees
Harness difficulty as an opportunity. Use challenging moments to:
- Reinforce company values and culture
- Develop new skills and capabilities
- Strengthen team bonds and resilience
Focus on fundamentals. When faced with uncertainty:
- Re-center on core company values
- Prioritize employee well-being and engagement
- Maintain a long-term perspective while addressing immediate needs
Last updated:
FAQ
1. What is "People Strategy: How to Invest in People and Make Culture Your Competitive Advantage" by Jack Altman about?
- Focus on People-Centric Strategy: The book explores how organizations can make people and culture their primary competitive advantage by investing in employees and building intentional company cultures.
- Framework for People Management: Jack Altman provides a structured approach to attracting, retaining, and developing talent through clear values, feedback, engagement, and growth strategies.
- Real-World Examples: The book draws on Altman’s experiences at Lattice and insights from other business leaders to illustrate how people strategy impacts business outcomes.
- Practical Tools and Models: Readers are given actionable frameworks, such as OKRs, engagement surveys, and competency matrices, to implement effective people strategies in their own organizations.
2. Why should I read "People Strategy" by Jack Altman?
- Modern Approach to HR: The book addresses the shift from traditional HR practices to people-first strategies that drive business success in today’s competitive landscape.
- Actionable Advice: It offers practical steps and real-life examples for building a strong company culture, improving performance, and fostering employee engagement.
- Leadership Insights: Readers gain perspectives from top leaders and HR professionals, making it valuable for CEOs, managers, and HR teams alike.
- Adaptability in Uncertain Times: The book is especially relevant for navigating challenges like rapid growth, remote work, and crises such as the COVID-19 pandemic.
3. What are the key takeaways from "People Strategy" by Jack Altman?
- Culture as a Competitive Advantage: Investing in people and culture leads to higher engagement, retention, and business performance.
- Three Pillars of Culture: Purpose, community, and growth are foundational to a meaningful and resilient workplace.
- Continuous Feedback and Development: Regular feedback, clear goals, and structured growth plans are essential for employee success and satisfaction.
- Data-Driven HR: Leveraging data and analytics transforms HR from a cost center to a strategic business partner.
4. What are the three pillars of company culture according to Jack Altman in "People Strategy"?
- Purpose: Employees need to see a clear connection between their personal purpose and the company’s mission, which fuels engagement and meaning at work.
- Community: A sense of belonging, trust, and shared values among employees creates a supportive and high-performing environment.
- Growth: Both individual and organizational growth are critical; companies must invest in employee development and provide clear career paths.
5. How does "People Strategy" by Jack Altman recommend hiring for culture and performance?
- Define Authentic Company Values: Establish clear, unique, and actionable values that go beyond generic buzzwords and truly reflect the company’s identity.
- Integrate Values into Hiring: Use values to shape job descriptions, interview questions, and evaluation criteria, ensuring candidates align with and can enrich the culture.
- Two-Way Fit: Assess not just if candidates fit the culture, but also how they can add to and evolve it over time.
- Ongoing Reinforcement: Continuously reinforce values throughout the employee lifecycle, not just during hiring.
6. What is Jack Altman’s approach to performance management and feedback in "People Strategy"?
- Continuous Feedback: Move away from annual reviews to ongoing, real-time feedback that prevents surprises and supports growth.
- Goal Setting Frameworks: Use SMART goals and OKRs (Objectives and Key Results) to set clear, measurable, and ambitious expectations.
- Employee-Driven One-on-Ones: Regular, employee-focused meetings help address challenges, provide feedback, and support development.
- Balanced Feedback: Combine praise and constructive criticism, ensuring feedback is actionable and delivered with empathy.
7. How does "People Strategy" by Jack Altman suggest building and maintaining employee engagement?
- Regular Engagement Surveys: Conduct surveys multiple times a year to gauge employee sentiment, identify issues, and benchmark progress.
- Actionable Follow-Up: Analyze survey data, communicate findings, and implement specific, measurable action plans to address concerns.
- Foster Psychological Safety: Create an environment where employees feel safe to share opinions, take risks, and provide feedback.
- Continuous Improvement: Use pulse surveys and regular check-ins to monitor progress and adjust strategies as needed.
8. What frameworks and tools does Jack Altman recommend for employee growth and development in "People Strategy"?
- Competency Matrices: Define clear competencies and job levels for each role, providing transparency on expectations and growth paths.
- Growth Plans: Develop personalized development plans that align employee aspirations with company needs, focusing on skills and experiences required for advancement.
- 70-20-10 Learning Model: Encourage learning through on-the-job experiences (70%), social learning and mentoring (20%), and formal training (10%).
- Coaching and Mentoring: Support employees with coaching, mentoring, and access to learning resources to foster continuous development.
9. How does "People Strategy" by Jack Altman recommend leveraging data in HR and people management?
- Data-Driven Decision Making: Use quantitative metrics to inform hiring, performance, engagement, and development strategies.
- Key HR Metrics: Track metrics such as time to hire, turnover rates, eNPS (employee Net Promoter Score), performance review outcomes, and diversity statistics.
- Tailored Analytics: Align data collection and analysis with specific business goals and challenges, avoiding a one-size-fits-all approach.
- Communicate Insights: Present data in a way that demonstrates HR’s strategic value to executives and drives organizational change.
10. What are the most important programs and cadences for implementing people strategy, according to Jack Altman?
- Reviews and Engagement Surveys: Establish a regular cadence (semi-annual or quarterly) for performance reviews and engagement surveys as anchor points.
- Supporting Activities: Maintain ongoing one-on-ones, pulse surveys, real-time feedback, and growth conversations throughout the year.
- Adapt to Business Needs: Adjust the frequency and focus of programs based on company growth, change, and employee feedback.
- Use Program Models: Apply frameworks like the 2x2 or 4x4 model to structure people programs according to organizational pace and complexity.
11. What are some of the best quotes from "People Strategy" by Jack Altman and what do they mean?
- “Your people are your competitive advantage, particularly when you have smaller teams with shifting and steep goals.” — Emphasizes that investing in people is crucial for agility and success, especially in dynamic environments.
- “Culture is the summation of all the thousands of interactions, norms, and behaviors at a company.” — Highlights that culture is built through everyday actions, not just stated values.
- “A good company culture is one in which lots of different personalities can gel within it.” — Stresses the importance of diversity and inclusion in building a strong culture.
- “Feedback should be balanced. We've all experienced the two extremes of management: the critic manager you only hear from when you screw up and the conflict-averse manager who wants to be loved above all and never delivers tough truths.” — Underlines the need for honest, constructive, and regular feedback.
12. How can leaders and HR professionals apply the lessons from "People Strategy" by Jack Altman in their organizations?
- Listen and Adapt: Engage employees through surveys, open forums, and active listening to understand their needs and adapt strategies accordingly.
- Harness Hardship: Use challenges and crises as opportunities to strengthen culture, clarify purpose, and foster resilience.
- Focus on Fundamentals: Center on core values and the three pillars (purpose, community, growth) to guide decisions and maintain stability during change.
- Invest in People: Prioritize employee development, recognition, and well-being as central to organizational success and long-term growth.
Review Summary
Reviews of People Strategy are mixed. Some praise its actionable advice and modern examples, finding it helpful for developing workplace culture. Others criticize it for lacking unique insights, especially for experienced HR professionals. The book is seen as a good reference guide but criticized for overstating workplace community importance. Some readers appreciate its focus on people-centric approaches, while others view it as promotional for the author's company. Overall, it's considered a basic framework for people strategy, suitable for beginners but less valuable for experts.
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