People & Strategy Winter 2018 Vol. 41 No. 1 - 57

I feel very much at home within
Mars, and here, I have found what are
for me, essentials: a privately-owned
family business, a strong history, a
unique culture and a constant focus on
the long-term perspective.
I believe that diversity has become
one of the most important elements
of a business, and that it should be
central to any leadership strategy. To
encourage diversity, we need to create
an environment where people of all
backgrounds, geographies, generations and genders can thrive. Having
an empowered, diverse network that's
reflective of our global reach has
become the key focus of our leadership
philosophy within my P&O team.
To make this happen at Mars, our
senior leadership is committed to advancing diversity and inclusion across
our business - and we're focusing on
women's advancement as the first part
of the journey. Currently, women make
up 41 percent of Mars' management,
which is good, but it could be even
better. We developed the "Women in
Leadership" training program, which
supports our most talented women
identified in the succession pipeline
for management team roles.
LC: What are you learning right now?
EM: Right now, I'm educating myself
on the new digital world and the implications of that on business imperatives
like innovation, culture and ways of
working. We're working on finding
more ways to allow our associates to
grow through digital innovation, while
also improving our efficiency and
keeping up with future trends. For
example, we are beginning to increase
our training through virtual means. In
2016, we gave all our associates across
the global business, mobile, social, and
analytical tools to work and perform
more efficiently. As millennials become a bigger part of the workforce,
our business will have to be increasingly mobile. HR must take the lead in
building an integrated digital ecosystem. It has been fully acknowledged
in today's business world that HR has
a critical role to play going forward in
creating a permanent transformation
for organizations.

LC: How do you think the role of a
CHRO is going to change in the next
five years?
EM: I believe the role of the CHRO
will have to evolve because the world
is moving so fast, and we will play an
essential part in helping our organizations embrace being agile. CHROs
will be focused on the evolving nature
of how we work. This will include how
we use digital in a powerful way, how
we interact with technology and with
each other. These things will require a
completely different mindset for people. Winning the "Talent War" in the
digital age will require a complete shift
from what HR did in the past. The
digital generation requires a different
approach to recruiting, on-boarding,
and learning. CHROs will need to stay
connected and support the enterprise
transformation.
The CHRO role will be even more
closely aligned with the purpose and
values of the organization, focusing
not just on the work that people do,
but why they do it, and the bigger impact a company has on the planet and
on our society. For Mars, this means
we will be communicating more about
who we are, what we stand for and what
it's like to work in our organization.
To embrace these changes fully,
CHROs will need to build a culture of
diversity and inclusion. If companies
want to navigate this new world and
understand evolving global consumers,
we will need to bring different types of
people together and drive value from
difference.
LC: What part of the role as CHRO do
you think might be underappreciated
by C-suite peers?
EM: Other C-suite executives might
focus on procurement, costs, and category growth, but ultimately business
success comes down to the people in a
company. We call our function People
& Organization because we have no
business without the skills, the talents
and the experiences of the people that
work for Mars. I feel proud to work for
a company that recognizes this.
Our associates are our number one
asset: the profit, revenue and finan-

cials all stem from people. At Mars,
people are at the heart of everything
we do, and I think that is pretty
unique. Therefore, my view is that the
CHRO should be the champion of an
organization's Cultural Capital. This
must also be key for all members of the
C-suite and not just the HR function
alone. Organizations don't transform -
people do.
LC: What advice would you give to a
rising HR leader?
EM: To have the greatest impact,
ensure you have developed a strong
business acumen and understanding
of the dynamics of the external world
in which your organization operates.
Build the capacity to be agile and
adaptable as the rate of change and
transformation in the world is only
going to increase. Set yourself up as a
change agent so you can bring to life
the cultural shifts in ways of working
that will be required of corporations
of the future. Lastly, be clear on who
you are and know your personal values
so you can live and lead authentically.
This then gives your teams permission
to do the same.
LC: When were you most proud of
being part of the HR profession? Why?
EM: I'm most proud of being in HR
when you can really see the business impact of a strong people strategy. When
you are supporting the transformation
of the business, you have to put people
at the heart of every strategic business
conversation so that all our decisions
are sustainable. The role that we play as
a function in supporting the ongoing
evolution of business is critical.
I'm also proud when I see the
transformation of the HR function to
being more effective and efficient in its
support of the business agenda. We've
been working on powering the organization with digital tools, data and analytics that deliver efficiency and performance while driving the business
forward. The strategic partnership that
P&O provides here at Mars isn't just a
"nice-to-have," it's a relationship that is
critical to have a sustainable business
impact.
VOLUME 41 | ISSUE 1 | WINTER 2018

57



Table of Contents for the Digital Edition of People & Strategy Winter 2018 Vol. 41 No. 1

From The Executive Editor
From The Guest Editors
Perspectives
So You Want to Be a High-Potential?
How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
Getting the Right People in the Hi-Po Pool
Wherefore Art Thou All Our Women High-Potentials?
Are Your HiPos Overrated?
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover1
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover2
People & Strategy Winter 2018 Vol. 41 No. 1 - 1
People & Strategy Winter 2018 Vol. 41 No. 1 - 2
People & Strategy Winter 2018 Vol. 41 No. 1 - 3
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Executive Editor
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Guest Editors
People & Strategy Winter 2018 Vol. 41 No. 1 - 6
People & Strategy Winter 2018 Vol. 41 No. 1 - 7
People & Strategy Winter 2018 Vol. 41 No. 1 - Perspectives
People & Strategy Winter 2018 Vol. 41 No. 1 - 9
People & Strategy Winter 2018 Vol. 41 No. 1 - 10
People & Strategy Winter 2018 Vol. 41 No. 1 - 11
People & Strategy Winter 2018 Vol. 41 No. 1 - 12
People & Strategy Winter 2018 Vol. 41 No. 1 - 13
People & Strategy Winter 2018 Vol. 41 No. 1 - 14
People & Strategy Winter 2018 Vol. 41 No. 1 - 15
People & Strategy Winter 2018 Vol. 41 No. 1 - 16
People & Strategy Winter 2018 Vol. 41 No. 1 - So You Want to Be a High-Potential?
People & Strategy Winter 2018 Vol. 41 No. 1 - 18
People & Strategy Winter 2018 Vol. 41 No. 1 - 19
People & Strategy Winter 2018 Vol. 41 No. 1 - 20
People & Strategy Winter 2018 Vol. 41 No. 1 - 21
People & Strategy Winter 2018 Vol. 41 No. 1 - How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
People & Strategy Winter 2018 Vol. 41 No. 1 - 23
People & Strategy Winter 2018 Vol. 41 No. 1 - 24
People & Strategy Winter 2018 Vol. 41 No. 1 - 25
People & Strategy Winter 2018 Vol. 41 No. 1 - 26
People & Strategy Winter 2018 Vol. 41 No. 1 - 27
People & Strategy Winter 2018 Vol. 41 No. 1 - Getting the Right People in the Hi-Po Pool
People & Strategy Winter 2018 Vol. 41 No. 1 - 29
People & Strategy Winter 2018 Vol. 41 No. 1 - 30
People & Strategy Winter 2018 Vol. 41 No. 1 - 31
People & Strategy Winter 2018 Vol. 41 No. 1 - Wherefore Art Thou All Our Women High-Potentials?
People & Strategy Winter 2018 Vol. 41 No. 1 - 33
People & Strategy Winter 2018 Vol. 41 No. 1 - 34
People & Strategy Winter 2018 Vol. 41 No. 1 - 35
People & Strategy Winter 2018 Vol. 41 No. 1 - 36
People & Strategy Winter 2018 Vol. 41 No. 1 - 37
People & Strategy Winter 2018 Vol. 41 No. 1 - Are Your HiPos Overrated?
People & Strategy Winter 2018 Vol. 41 No. 1 - 39
People & Strategy Winter 2018 Vol. 41 No. 1 - 40
People & Strategy Winter 2018 Vol. 41 No. 1 - 41
People & Strategy Winter 2018 Vol. 41 No. 1 - Executive Roundtable
People & Strategy Winter 2018 Vol. 41 No. 1 - 43
People & Strategy Winter 2018 Vol. 41 No. 1 - 44
People & Strategy Winter 2018 Vol. 41 No. 1 - 45
People & Strategy Winter 2018 Vol. 41 No. 1 - 46
People & Strategy Winter 2018 Vol. 41 No. 1 - 47
People & Strategy Winter 2018 Vol. 41 No. 1 - In First Person
People & Strategy Winter 2018 Vol. 41 No. 1 - 49
People & Strategy Winter 2018 Vol. 41 No. 1 - Linking Theory + Practice
People & Strategy Winter 2018 Vol. 41 No. 1 - 51
People & Strategy Winter 2018 Vol. 41 No. 1 - 52
People & Strategy Winter 2018 Vol. 41 No. 1 - 53
People & Strategy Winter 2018 Vol. 41 No. 1 - Insight into Action
People & Strategy Winter 2018 Vol. 41 No. 1 - 55
People & Strategy Winter 2018 Vol. 41 No. 1 - Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - 57
People & Strategy Winter 2018 Vol. 41 No. 1 - 58
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover3
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover4
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_3_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_2_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_1_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_4_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_3_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_2_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_1_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_4_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_3_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_2_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_1_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_38_4_2015
http://www.nxtbook.com/ygsreprints/HRPS/d52272_hrps_summer2015
http://www.nxtbook.com/ygsreprints/HRPS/d49675_hrps_spring2015
http://www.nxtbook.com/ygsreprints/HRPS/d47867_hrps_winter2015
http://www.nxtbook.com/ygsreprints/HRPS/hrps_fall2014_teaser
http://www.nxtbookMEDIA.com