People & Strategy Spring 2018 Vol. 41 No. 2 - 74

respect, trying to listen and understand
first before asserting. I am so fortunate
to work alongside amazing people at
Microsoft who share a strong sense of
purpose and come to work inspired to
make a difference in the world. In my
role as Chief People Officer, it's my job
to help empower our incredibly talented
employees so they can pursue their
passions and make that difference. And
to truly empower people, you must show
respect for their perspectives and ideas.
LC: What professional accomplishment
are you most proud of? Why?
KH: Hands down it's been working
alongside Satya and the leadership
team to transform our culture. It's been
so inspiring to be a part of a journey
where we're empowering people to find
purpose in their work and to use the
Microsoft platform and our technology
in amazing and meaningful ways. While
our culture journey is far from over, I'm
humbled to work with Satya and I have
loved watching how the company has
evolved over the past few years.
LC: What has been your role in driving
Microsoft's culture change and how
would you rate the progress so far?
KH: I've been proud to partner with
Satya and our senior leadership team
to help envision our culture, and then
work to evangelize and activate that
culture with 120,000 employees across
190 countries. And I am proud to work
with each employee of Microsoft who,
one by one, are making this the culture
we aspire to have.
As a tech company, we used
technology to help land our culture,
including things like measuring
employee awareness and sentiment
through daily pulse surveys, and
providing collaboration tools that allow
Satya and our leaders to connect with
employees at scale.
I recently wrote a piece on LinkedIn
recapping our top 10 learnings from
the culture change efforts. While I
am proud and encouraged about our
progress to date, I think it's important to
stay humble and acknowledge that we're
still on that journey for a long time,
frankly forever.
74

PEOPLE + STRATEGY

LC: What advice would you give to a
rising HR leader?
KH: I have three pieces of advice for
ANY rising leader.
The first is that nothing replaces
hard work. You can be incredibly
talented, but hard work can surpass
talent any day.
Second, it's incredibly important to
listen and learn from others. The best
and brightest ideas can come from any
person at any level. Having a growth
mindset and opening yourself up to
diverse ideas and learning opportunities
will make you a better colleague and a
better leader.
Finally, get clear on your personal
purpose and why what you do matters.
I get so much meaning from our
mission as a company which is all about
empowering others to achieve more.
And definitely in HR, we have the
privilege to empower the people who
empower others. That guides me as a
true north and gives me energy on those
tough days that we all have.
LC: If you could work on solving any HR
problem, what would it be?
KH: I think one of the most important
issues facing all companies is the need
to build a more diverse and inclusive
workforce. And more specifically,
I would love to see more women
and racial and ethnic minorities in
technology roles and in senior-level
positions. As a company-and with my
peers in the HR industry-we spend
a lot of time discussing this issue and
working to find and fund solutions.
At Microsoft, we invest in programs
like DigiGirlz, which has offered more
than 40,000 girls the opportunity to
participate in STEM, as well as our
partnership with NCWIT Aspirations in
Computing for women, and our TEALS
program where we have embedded
volunteer computer science teachers
in 349 schools across 29 states. We're
making progress, but there's still so
much more to do.
LC: What are you learning right now?
KH: As I sit with my son and watch
him do his homework, I'm continually

amazed by how his generation
consumes knowledge and uses
technology to enhance their education.
I went to a library to find the help I
needed with my schoolwork, but my
son and his peers are one click away
from answers to a physics homework
problem or details for a history
assignment.
As a parent, I'm also fortunate
to witness firsthand how the future
workforce is learning, and the spirit of
lifelong learning and personal growth
that they possess. It's challenged me
to think differently about the future of
work and how we set employees up for
success.
LC: The future of HR is...
KH: Across Microsoft, we're talking
about five key trends that we believe
represent the future of human capital
management:
1. War for talent. There is and will
continue to be a scarcity of talent in
the digital era.
2. Rise of AI and automated work.
The accelerated pace of technology
is driving the transformation of work
and key skills.
3. Diversity and inclusion is
existential. A diverse and inclusive
work environment is essential for
business success.
4. Purpose and culture as currency.
More important than financial
incentives, employees look for a sense
of purpose and a culture that supports
their values.
5. Fluid and flexible. There is a shift
underway to move from formal to
dynamic teams and leadership.
The future of HR is going to be
personalized to the unique needs of
employees, data-driven for empowered
decision making, and HR will be more
important than ever to the success of
every organization. Yet in the midst of
all these changes and progress, above
all, HR will continue to be about
helping humans. HR professionals will
continue to need empathy to understand each person's situation and
their unique perspective and will work
to enable them to achieve their full
potential.



Table of Contents for the Digital Edition of People & Strategy Spring 2018 Vol. 41 No. 2

From the Executive Editor
From the Guest Editor
Perspectives
Ignition Teams: Rising to the Challenges of Innovation
Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
Facilitating Trust and Communication in Virtual Teams
Building Entrepreneurial Teams: Talent, Social Capital, and Culture
Organizations That Get Teamwork Right
Team Development: The Power of Debriefing
The Rise of Digital Team Building
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover1
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover2
People & Strategy Spring 2018 Vol. 41 No. 2 - 1
People & Strategy Spring 2018 Vol. 41 No. 2 - 2
People & Strategy Spring 2018 Vol. 41 No. 2 - 3
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Executive Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 5
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Guest Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 7
People & Strategy Spring 2018 Vol. 41 No. 2 - Perspectives
People & Strategy Spring 2018 Vol. 41 No. 2 - 9
People & Strategy Spring 2018 Vol. 41 No. 2 - 10
People & Strategy Spring 2018 Vol. 41 No. 2 - 11
People & Strategy Spring 2018 Vol. 41 No. 2 - 12
People & Strategy Spring 2018 Vol. 41 No. 2 - 13
People & Strategy Spring 2018 Vol. 41 No. 2 - 14
People & Strategy Spring 2018 Vol. 41 No. 2 - 15
People & Strategy Spring 2018 Vol. 41 No. 2 - Ignition Teams: Rising to the Challenges of Innovation
People & Strategy Spring 2018 Vol. 41 No. 2 - 17
People & Strategy Spring 2018 Vol. 41 No. 2 - 18
People & Strategy Spring 2018 Vol. 41 No. 2 - 19
People & Strategy Spring 2018 Vol. 41 No. 2 - 20
People & Strategy Spring 2018 Vol. 41 No. 2 - 21
People & Strategy Spring 2018 Vol. 41 No. 2 - Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
People & Strategy Spring 2018 Vol. 41 No. 2 - 23
People & Strategy Spring 2018 Vol. 41 No. 2 - 24
People & Strategy Spring 2018 Vol. 41 No. 2 - 25
People & Strategy Spring 2018 Vol. 41 No. 2 - 26
People & Strategy Spring 2018 Vol. 41 No. 2 - 27
People & Strategy Spring 2018 Vol. 41 No. 2 - 28
People & Strategy Spring 2018 Vol. 41 No. 2 - 29
People & Strategy Spring 2018 Vol. 41 No. 2 - Facilitating Trust and Communication in Virtual Teams
People & Strategy Spring 2018 Vol. 41 No. 2 - 31
People & Strategy Spring 2018 Vol. 41 No. 2 - 32
People & Strategy Spring 2018 Vol. 41 No. 2 - 33
People & Strategy Spring 2018 Vol. 41 No. 2 - 34
People & Strategy Spring 2018 Vol. 41 No. 2 - 35
People & Strategy Spring 2018 Vol. 41 No. 2 - Building Entrepreneurial Teams: Talent, Social Capital, and Culture
People & Strategy Spring 2018 Vol. 41 No. 2 - 37
People & Strategy Spring 2018 Vol. 41 No. 2 - 38
People & Strategy Spring 2018 Vol. 41 No. 2 - 39
People & Strategy Spring 2018 Vol. 41 No. 2 - 40
People & Strategy Spring 2018 Vol. 41 No. 2 - 41
People & Strategy Spring 2018 Vol. 41 No. 2 - Organizations That Get Teamwork Right
People & Strategy Spring 2018 Vol. 41 No. 2 - 43
People & Strategy Spring 2018 Vol. 41 No. 2 - 44
People & Strategy Spring 2018 Vol. 41 No. 2 - 45
People & Strategy Spring 2018 Vol. 41 No. 2 - Team Development: The Power of Debriefing
People & Strategy Spring 2018 Vol. 41 No. 2 - 47
People & Strategy Spring 2018 Vol. 41 No. 2 - 48
People & Strategy Spring 2018 Vol. 41 No. 2 - 49
People & Strategy Spring 2018 Vol. 41 No. 2 - 50
People & Strategy Spring 2018 Vol. 41 No. 2 - 51
People & Strategy Spring 2018 Vol. 41 No. 2 - The Rise of Digital Team Building
People & Strategy Spring 2018 Vol. 41 No. 2 - 53
People & Strategy Spring 2018 Vol. 41 No. 2 - 54
People & Strategy Spring 2018 Vol. 41 No. 2 - 55
People & Strategy Spring 2018 Vol. 41 No. 2 - Executive Roundtable
People & Strategy Spring 2018 Vol. 41 No. 2 - 57
People & Strategy Spring 2018 Vol. 41 No. 2 - 58
People & Strategy Spring 2018 Vol. 41 No. 2 - 59
People & Strategy Spring 2018 Vol. 41 No. 2 - 60
People & Strategy Spring 2018 Vol. 41 No. 2 - 61
People & Strategy Spring 2018 Vol. 41 No. 2 - In First Person
People & Strategy Spring 2018 Vol. 41 No. 2 - 63
People & Strategy Spring 2018 Vol. 41 No. 2 - 64
People & Strategy Spring 2018 Vol. 41 No. 2 - 65
People & Strategy Spring 2018 Vol. 41 No. 2 - Linking Theory + Practice
People & Strategy Spring 2018 Vol. 41 No. 2 - 67
People & Strategy Spring 2018 Vol. 41 No. 2 - 68
People & Strategy Spring 2018 Vol. 41 No. 2 - 69
People & Strategy Spring 2018 Vol. 41 No. 2 - Insight into Action
People & Strategy Spring 2018 Vol. 41 No. 2 - 71
People & Strategy Spring 2018 Vol. 41 No. 2 - Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - 73
People & Strategy Spring 2018 Vol. 41 No. 2 - 74
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover3
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover4
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