Discovery's Amy Girdwood shares winning strategies for a reorganization
In the midst of layoffs? Avoid common mistakes by following tips and best practices from a wide range of experts.
Did you Know?
CTHRA is working with The Society for Human Resource Management (SHRM) to produce CTHRA's 2009 Human Capital Metrics Survey? Read more.
Discovery embraced massive organizational change and came out on top. Find out how they did it by clicking here.
CTHRA's Symposium is June 9 in Silver Spring and Discovery Communications' CEO and COO are headlining our event? Check it out.
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Jan-Feb 2009
CTHRA's 2009 lineup strives to help you lead HR in unprecedented times
Nov-Dec 2008
Industry Benchmarks for Compensation, Benefits, and Metrics
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Sept - Oct 2008
Featuring insight into an award-winning sales leadership development program
July - Aug 2008
Featuring ways to help employees cope with rising fuel costs
May - June 2008
Featuring insight on Gen Y: Q&A with FORTUNE's Nadira Hira
Jan. - Feb. 2008
Featuring a conversation with Cox Arizona on developing future leaders
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Discovery's CEO and CFO to Share Center Stage
at CTHRA's Symposium
Discovery Communications is no stranger to the spotlight. Since David Zaslav was named CEO in November 2006, the media has followed the company's reorganization and resulting accolades [read our Strategy Spotlight article below for details]. CTHRA is pleased to announce that Discovery Communications' CEO, David Zaslav, and CFO, Brad Singer, will tag team as keynotes of CTHRA's June 9 Symposium in Silver Spring, Maryland, titled Leading HR in Unprecedented Times.
David Zaslav will draw upon Discovery's experience to provide insight into how massive change can be the impetus for incredible achievement. He'll outline HR's critical role in achieving short and long-term business goals, and discuss how organizational structure can make or break a company.
Brad Singer will then discuss the state of the economy and the recession's widespread impact on the industry. He'll also review current trends and how companies can develop a forward thinking successful business strategy.
In addition to this can't-miss opening session, CTHRA's lined up a day full of timely, relevant sessions.
If you only attend one HR event this year, CTHRA's Symposium is it! You'll leave CTHRA's Symposium with savvy strategies and recharged batteries. Plus, we've adapted the event to be budget-friendly with:
- a compressed educational program that enables many participants to arrive the morning of the Symposium and return home that evening, avoiding a hotel stay
- a special stimulus registration fee that's affordable for every budget - only $150 per person!
Strategy Showcase
Case Study: Discovery's Winning Strategies During a Reorganization
Q&A with Amy Girdwood
EVP, HR Management
Discovery Communications
In January 2007, Discovery Communications' new CEO, David Zaslav, implemented significant restructuring. In the course of 18 months, the Discovery Communications' HR Division managed unprecedented change:
- Reorganized the company's 13 U.S. networks, including transitioning previously centralized corporate functions to network general managers
- Opened offices in Russia and Hungary, and reorganization of offices in Latin America, Mexico and Brazil
- Acquired and integrated HowStuffWorks.com and Treehugger.com
- Sold Travel Channel to Cox Communications
- Launched Planet Green TV network
- Closed over 100 retail stores and reorganization of Commerce department
- Rolled out new corporate values and growth traits
- Redesigned short and long-term incentive plans
- Upgraded HRIM system (SAP) and launched a new applicant tracking system
- Handled the HR issues related to Discovery becoming a public company, including global compliance training
- Introduced Organization Talent Review - a new succession and development program
While most organizations would be expected to report significant disruption, Discovery netted some noteworthy recognition. Working Mother magazine named the company to its Top 100 Best Places to Work for Working Mothers for the eighth consecutive year, ComputerWorld included Discovery among the Top 100 Best Places to Work for the second consecutive year and WICT named Discovery Best Programmer for Women in Cable. In addition, employees gave the company high marks in an employee survey conducted near the end of the reorganization period. Impressed by these results, we asked Amy Girdwood, EVP of HR Management for Discovery Communications about the HR team's experience and how they accomplished so much in such a short period of time.
Q. What was the vision that led to the restructuring?
The overarching vision for the changes were derived from David Zaslav's objectives to build strong brands, create a lean and efficient organization and empower business leaders to drive growth for the company. Giving the business leaders increased autonomy led to a decentralization of many functions and drove efficiency in Corporate functions. Simultaneously, a detailed assessment of future growth opportunities occurred and decisions on investment or right sizing/closure of businesses were made as appropriate.
Q. In your opinion, what enabled Discovery HR to implement so much so quickly?
From the outset, HR was part of the strategic team that helped define the company's future direction. Both David Zaslav and Adria Alpert-Romm (Senior Executive Vice President of Human Resources) talked openly to the employees about the strategy and vision for change through a combination of Town Hall meetings, small group lunches with employees at all levels, and by simply walking the floors and conveying accessibility. This provided the employees with context for the changes underway. At Discovery, HR works in close partnership with business leaders, playing an active role in the management teams. Those strong relationships enabled both quick decision-making and quick implementation, ensuring that the employees were given clear direction and status in a timely manner. Strong project management skills in HR and a focus on clear and frequent communication ensured that issues were identified and addressed quickly and that the key stakeholders were consistently aware of the status of the process. Last, and certainly not least, a key reason that Discovery's HR team was able to implement so much so quickly was the extraordinarily high quality of the HR team, in all disciplines, within the Division.
Q. During the transition, Discovery's workforce was reduced. What advice do you have for organizations faced with this difficult task?
Three words: Leadership, Courage and Compassion. Leadership means knowing what needs to be done; having the courage to make it happen and showing compassion by respecting and understanding the feelings of those affected. Also it is important to stay focused on the outcome; keeping the vision and the long-term strategy sharply in focus as you implement change.
Q. Despite the transition, an employee survey conducted by an independent, third party in February 2008 yielded very positive scores particularly in the area of employee engagement and ethical conduct. What did Discovery do during the reorganization that led to such positive, employee support?
As I mentioned, David and Adria articulated the context for change to all the employees prior to creating and implementing the reorganization. Having been part of a stable organization for many years, employees understood and even welcomed the prospect of change. The vision was clear and supported by the company. High employee engagement was partially a result of the relationships the employees have with the organization, their managers and their colleagues. Honesty was a critical factor to successful implementation as was trust in senior leadership.
At a practical level, there were areas of growth, such as Discovery Studios, Planet Green and Emerging Networks, as well as contraction and many employees were redeployed into open positions. The leaders of the businesses hired a mixture of existing employees and external talent to create an exciting dynamic in all of the business units. Generous severance and outplacement services were provided for those who could not be redeployed internally.
Discovery's commitment to create a balanced work environment that recognizes and values the richness of different points of view did not change. Programs and services to support this commitment were continued and in some areas, expanded. A great example of this was the opening of a childcare center at the company's headquarters.
Q. How did the organizational changes impact business results in 2008?
The business results have been exceptional. Discovery Communications became a public company in September 2008 and the results are publicly available.
Q. With so much on its plate, why did Discovery decide to expand its onsite medical center at the headquarters office and open a full-service, green, onsite childcare center during the reorganization?
Being a great place to work is part of Discovery's core DNA. It was important to the leadership that the focus on reorganizing the businesses was not done at the expense of the company's values. Aside from the company's long-standing support of employees' work/life balance and wellness, both investments support business growth and employee engagement. The wellness center in HQ has reduced our healthcare insurance premiums and improves employee productivity. By providing quality - small town' medical care, easy access and convenience, we are able to support our employees and their families in leading healthy lifestyles. The childcare center is great for employee morale, recruitment and retention by providing cost-effective support for working mothers and fathers. Unexpectedly, it also brings positive energy to the headquarters by having children in the building from 7:30am - 7:00pm. We are committed to providing quality childcare and early education programs that engage Discovery kids to explore their world, satisfy their curiosity and develop into the very best people they can be!
Q. What unexpected pitfalls should companies beware of as they implement major organizational change?
I think the key to success in major organizational change is planning and communication. One assumes that smart decisions are made by business leaders to identify opportunities to be more efficient, or how to improve overall business performance. How successfully that translates into employee-facing actions is contingent on having enough time to prepare, having the right people at the table, and communicating early and often within the management teams and to employees. Honest, early communication is appreciated and valued by everyone, even if the message is hard to hear.
Q. What does Discovery's HR team have on its plate for 2009?
We continue to support the business as it evolves to meet the new pressures of the uncertain economic environment. Internationally we have a number of growth markets and channel launches that are keeping us busy. We are implementing a new executive leadership development program and an associated leadership competency assessment, implementing a Sales Academy, launching a new applicant tracking system, opening an in-house agency for contingent staffing and opening satellite wellness center in New York among other things. Striving to become and remain a best place to work in all the regions around the world continues to be our mission.
Participate in CTHRA's 2009 |
This Just In...
CTHRA's May 7 Webinar will Tackle 2009 Changes in
Federal Employment Law
Are you aware of how you need to alter your company's practices based on the recently enacted Lily Ledbetter Fair Pay Act and changes to COBRA subsidy rules? Is your company being proactive about the proposed Employee Free Choice Act? Gain expert insight into current and pending changes to federal employment laws by participating in CTHRA's inaugural webinar on May 7 at 2:00 p.m. ET.
The first webinar in our quarterly series is titled "The Rules Have Changed: Federal Employment Law 2009." This webinar will feature a panel of speakers including Christopher Antone, Jackson Lewis LLP; Michele Ballard Miller, The Miller Law Group; and Mark Hilliard, Cisco Systems. Register now at http://www.cthra.com/educational_events_web.php.
SHRM to Conduct CTHRA's 2009 Human Capital Metrics Survey
CTHRA is pleased to announce that the 2009 CTHRA Human Capital Metrics Survey will be conducted by the Society of Human Resource Management (SHRM). This new relationship with SHRM will continue to enhance CTHRA's body of knowledge in human capital metrics. SHRM currently maintains the largest human capital metrics database in the world, with over 6,000 companies represented. The CTHRA survey will continue to be highly customized and focused exclusively on the cable and satellite industry. Registration opens in May - for more information please contact CTHRA's Executive Director Pam Williams at cthra@cthra.com.
Interested in hosting a roundtable in your city? Contact cthra@cthra.com. |
Member Connection
Please send promotions/new hire information to CTHRA's editor.
NEW MEMBERS
We welcome these individuals who joined CTHRA in March 2009
Shulonda Chaffee, HR Generalist, Comcast Cable
Elizabeth Christian, Recruiter, Comcast
Phyllis DeGroat, Administrator Benefits, Mediacom Communications
Bill Dorman, Director of Learning and Development, The Cable Center
Keisha Hall, Administrative Assistant, New England Sports Network
Sarah Kaiser, VP, Executive Compensation, Showtime Networks, Inc.
Jacqueline Kornet, Analyst, Human Resources, Mediacom Communications
Brian Murphy, HR Generalist, New England Sports Network
Cynthia Roberts, Sr. Manager - Human Resources, Comcast
Bernadette Sanders, Sr. HR Generalist, Comcast
Erica Simon, Supervisor, Corporate Recruitment, Mediacom Communications
Paula Smith, Mgr, Employee Communications, Time Warner Cable - Texas Region
Christine Strzelecki, HR Generalist, Time Warner Cable - Central Texas Division
Rhonda Thompson, Manager - Learning & Development, Comcast
Erika Villarreal, HR Coordinator, Time Warner Cable - Central Texas Division
Al Williams, Corporate, HR Director, RCN