Chief Executive Bill McDermott (Bill McDermott) brought ServiceNow into the first $1 billion quarter with a market value of $77 billion. He said that by 2025, high demanders of digital workflows will need to use Its number of employees has tripled to keep up with its rapid growth.
In a recent interview about the future of work, CNBC’s Jon Fortt asks McDermott Describe the most important themes that were raised in agreement with the CEO meeting.
McDermott first talked about the demand for digital-first thinking and people-oriented digital transformation, and then he put forward his views on the demand for bold new thinking for people in all dimensions.
McDermott: “We must absolutely win the talent war.”
McDermott said: “In today’s world, people are the most important, and you must take care of your employees and make sure your employees feel that they are your most important priority every day.”
“We must absolutely win the talent battle of all companies. This means that we must truly be ahead of race relations and ensure that we have set an example in terms of fairness in hiring, fairness in payment, and fairness in our recruitment, and completely renew Consider the model. And how we lobby for interests around the world and ultimately create a successful culture.” He said.
“In our company, we may triple the number of employees in the next 5 years. what chance Make great changes and have the same employee base as the market we compete in. “
This is an amazing growth rate. Remember, ServiceNow is certainly not a small company. With an annualized operating rate of $4 billion and a growth rate of 36% in the first quarter, ServiceNow will need to find and hire thousands of talented people from all over the world to realize McDermott’s five-year plan.
“This is all related to talent, not necessarily to the residence of talent.”
McDermott said, but the large-scale expansion of ServiceNow cannot and will not be done the old way. Because in the current COVID environment, employees are asking for more choices than ever before.
“Work is work, no matter where the work is done, so if a person has the talent to do the work, and they are in Idaho, New York City, Atlanta or a remote place outside the United States, then they are McDermott said:” In a company like ServiceNow, we are very welcome, because we understand that it is all related to talent, not necessarily to the residence of the talent. “
COVID “really changed everything.”
Driven by the increased awareness and attention to health and wellness, employees hope to be able to control their workplaces and, to a certain extent, their working hours and methods.
“They want to choose,” McDermott told Ford.
“In my humble opinion, this choice is the dedication of every CEO to the people. When you do this, you will get a huge return on productivity. In fact, in terms of hiring, onboarding and even leaving, these are now all It’s a digital workflow. Therefore, this decentralized work, from anywhere, is very well connected with the revolution in workflow.”
People don’t leave the company; they leave the manager. “
McDermott said that most importantly, employees hope that their employers will not only tolerate this new focus on health and wellness, but will actually treat it as a way to provide an excellent employee experience and build a The means of corporate culture of the period.
McDermott said: “The whole process is to connect with people and make people the center of what we do. Whether we are discussing with customers how they create a great employee experience or a great customer experience, it’s all about employees.” As you will find, he is a frank and thoughtful CEO. “The fault line of every company has always been the first-line manager. People don’t leave the company; they leave the manager. People have a great career in the company because they have a lot of experience in managers.
“Therefore, in message transmission, it is so fast to unify, how to set the speed to the highest, and then set the next layer and the layer effect of the next layer is more and more important.”
McDermott said, but “messaging” cannot be a monologue. The dialogue must be two-way, frank and continuous.
“Then we need to immediately check on’how do we pass the pulse check’.” Therefore, if I had the scale of a global conference, then I would personally know what the feedback was.
“We keep asking people,’How are we? Can we do better? What do you think? It’s amazing how ServiceNow’s Now workflow platform enables us to directly face consumers (if we want to) , The employees. And all this is different.”
Concluding remarks
Therefore, even if your company does not triple the number of employees before 2025, the dynamics between employers and employees are changing dramatically.
Ask yourself: Have you conducted a “how about us?” survey on employees? And “Can we do better?”, will you be excited and enthusiastic to see these answers?
If not, then better prepare for the loss of some evil, because the rules of the “work everywhere” revolution changed everything.
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