Feb 26, 2022
From his decade at Merrill Lynch, followed by a decade at OppenheimerFunds, to his current position as Chief Human Resources Officer over at Vitech Systems, Andy Doyle knows what questions he needs to be prepared to field and how best to represent his talent in the boardroom. In this episode, he fills us in on how he strikes the balance between profitability and compensation and how bonuses and salary increases are typically calculated. He shares what he learned from his move from large organizations to an ‘adolescent’ company, what he found needed the most attention upon commencement, and we discuss the immense power of company culture and what needs to be put in place in order to nurture it, as well as what it means to cultivate culture in a remote world. Andy also explains what Vitech has done to actively engage with employees and shares some tips on how to propagate culture from afar.
Key Points From This Episode:
Tweetables:
“If you don't have a great CFO, your job as CHRO is very, very difficult.” — Andy Doyle [0:07:00]
“I think that [the] social contract becomes the foundation of a strong company culture.” — Andy Doyle [0:15:19]
“I've seen the power of what great company culture can do in my career and, when you don't have that, it doesn't matter what your strategy is.” — Andy Doyle [0:15:33]
“People will care about their company when they feel their company cares about them. The leaders of the organization have to do that, not just with what they say, but with their actions.” — Andy Doyle [0:16:23]
Links Mentioned in Today’s Episode: