HR In The Boardroom: Deb LaMere of Datasite On Why And How HR Should Help Drive Company Decisions
An Interview With Finn Bartram, Editor Of People Managing People
Mitigate risks: Having structured, transparent HR processes and protocols is an effective way to communicate expected behaviors from employees. Additionally, HR leaders need to have comprehensive risk management strategies for risks posed by health and safety, talent practices, digitalization, environment and social, and governance and financial. HR leaders that take a proactive approach to risk management will be prepared with an appropriate response that ensures the wellbeing of the company and its employees.
Most leaders don’t see how to employ HR as a strategic pillar of the business and this leaves a lot of professionals feeling somewhat frustrated. In this interview series, we talk to HR professionals, business leaders, and anyone who is an authority on HR who can share what companies can gain by having HR in the boardroom and why and how HR should help drive company decisions. This time we had the pleasure of interviewing Deb LaMere.
Deb LaMere is Chief Human Resources Officer at Datasite, a leading SaaS-technology provider for the mergers and acquisition (M&A) industry, empowering dealmakers in the investment banking, corporate development, private equity, and legal professions around the world with the tools they need to succeed across the entire deal lifecycle. Deb is responsible for all aspects of the firm’s human resources strategy, including talent management, leadership development, and compensation and benefits. Prior to joining Datasite, Deb served in senior employee engagement roles at Ceridian, Lawson Software, and Allina Hospitals & Clinics in Minneapolis. She holds an MA in Industrial Relations and Human Resources from the University of Minnesota, and a BA in Business Administration from the University of St. Thomas.
Thank you so much for your time! I know that you are a very busy person. Before we drive in, our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
I grew up in and around Minnesota’s Twin Cities and while work has certainly taken me to lots of different locations around the world, home is where my heart is. I also love that I now work as Chief Human Resource Officer for a company that is based in my hometown community.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
Early in my career, I worked as a HR service representative, where I was responsible for supporting employees with questions and inquiries about HR programs, policies and benefits, including timecards. Once, an employee called to let me know that her timecard reflected less hours than she actually worked. I let her know that this type of request required manager approval. She told me her manager’s name several times and asked me if I was sure he needed to provide approval. I reminded her again about our company policy. Shortly after, her manager called and introduced himself. He explained that he was the manager that needed to approve the timecard changes and complimented me for standing firm about the company policy. As it turns out, the manager was our COO and the employee requesting the adjustment was his executive assistant. I learned very quickly from this experience that, no matter what role you are in, it’s important to familiarize yourself with your company’s key decision makers and leaders. I’ve made a practice of knowing leaders, their assistants, and building relationships ever since. It’s been one key to my success.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful for who helped get you to where you are? Can you share a story?
Several people have supported me and provided opportunities and insights, so picking just one is difficult. I wouldn’t be where I am today without any of them, and it’s one of the reasons I’ve always made a point of investing in relationships and paying forward the same support and mentorship that I received along the way.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
Audrey Hepburn once said, “Nothing is impossible, the word itself says I’m possible.” I love this because it expresses the idea that with a little hard work, passion, and dedication, goals can be achieved.
Thinking back on your own career, what would you tell your younger self?
A career is a marathon, not a sprint. And while you may have a specific plan for yourself, that plan will evolve and form many branches of possibilities. As an HR professional, I never imagined I would work in product management at one point in my career. Prior to becoming CHRO at Datasite, I had the opportunity to work as a product manager, focused on talent solutions for a HCM software that HR departments could use to support their processes, people, and goals. I loved it, and this experience gave me a new perspective on my industry and business.
Let’s now move to the central part of our interview about HR. Why do you think HR deserves a place in the boardroom and in high-level decision-making? Can you help articulate how a company will gain from that?
In 2023, boards are facing several macroeconomic challenges including rising interest rates and inflation, continued geopolitical conflict, supply chain disruptions and a potential global recession. At the same time, there is also increased demand from employees, regulators, investors, and other stakeholders for more transparency and disclosure, especially around environmental, social, and corporate governance (ESG) issues and talent management. Human resources leaders play a critical role in helping organizations achieve their strategic goals. Attracting and retaining talent, succession planning and organizational values and culture all play a part in the effective and successful management of an organization. Human resources leaders connect the business priorities to human capital management.
From your experience, how can HR people and culture professionals ensure they’re involved in strategic planning processes?
It’s important to remember that humans are at the heart of all organizations and to succeed today, executives and boards know they need to keep this top of mind. Human resources leaders can leverage technology and data to impact the workforce, how work gets done, and ultimately the business itself. For example, often, a customer’s experience with an organization is only as good as an employee’s experience with that organization. When employees feel supported, they are more likely to provide positive customer experiences. HR leaders have a critical role in shaping the employee value proposition and for making work fulfilling for employees.
A lot of folks believe that CHROs would make great CEOs, but often they’re overlooked. Why do you think that is?
There have certainly been some success stories of HR leaders ascending to the top spot, but it’s not the norm. CEOs today certainly can benefit from a rotation in HR, but to lead the business well, they also need experience in the business itself, often including deep subject matter expertise in an area that is core to the business. Not all CHROs may have that breadth of experience.
What skills can HR folks work on to become more effective business partners?
HR today plays such a pivotal role in influencing an organization’s strategic business decisions. To be effective, it’s all about understanding the business then partnering with other leaders to execute on the vision from a people perspective. That can mean assisting in the development of employees or in setting and implementing the organization’s culture. It also means focusing on outcomes, not outputs, using new technologies to drive productivity, and thinking about who is best able to do the work, and where and how the work gets done.
Here is the primary question of our discussion. Based on your experience and success, what are the five most important ways that HR can help drive company decisions? Please share a story or an example for each.
1. Turn data into actionable information. Understanding how people arrive, leave, and move through an organization is essential to the business. At Datasite, we’re looking at the total experience our employees have — from the point of their first application, joining the company, their time with the company to leaving. These are all crucial points along the path, and we want to make sure the experience is a good one. In fact, last year we created a new role at the company to oversee the employee experience because a positive employee experience can impact the customer experience. Employees can and will only deliver experiences to customers that they experience themselves. Numbers don’t lie. In 2022, Datasite had an average net promoter score (NPS) of 72, a remarkable metric that puts the company in the top tier of customer experience ratings.
2. Use technology to power human impact. At Datasite, I play a significant role in helping select technology for the company. Technology has become so important to delivering services, engaging with customers, and providing business continuity. I love using it to help connect our employees to make communication and interaction easier for all. For example, we know we are competing in a hot market for technology talent, and we understand that employees have a choice when it comes to employers. Celebrating employee achievements can go a long way in letting employees know they are valued. A few years ago, we introduced a peer-to-peer recognition tool that simplifies and gamifies this process, allowing employees to celebrate everything from work anniversaries to project wins, all while connecting with each other to reinforce organizational values. At the same time, we also introduced new communication tools that allow for two-way communication, making it even easier for employees to connect with each other and stay informed about company announcements and even fun activities.
3. Mitigate risks: Having structured, transparent HR processes and protocols is an effective way to communicate expected behaviors from employees. Additionally, HR leaders need to have comprehensive risk management strategies for risks posed by health and safety, talent practices, digitalization, environment and social, and governance and financial. HR leaders that take a proactive approach to risk management will be prepared with an appropriate response that ensures the wellbeing of the company and its employees.
4. Provide equitable opportunities to grow and thrive: Building critical skills and competencies will remain a priority to help organizations and employees move in the right direction. Datasite has integrated learning and development opportunities into the employee experience through peer-to-peer collaboration and knowledge sharing, key training programs, and by providing easy access to information and resources. For example, Datasite’s two-day people manager training provides an opportunity for managers to learn about leading with empathy, navigating difficult conversations, and understanding individual employee needs. Datasite also hosts quarterly events that celebrate and recognize key social topics, such as gender equity, bringing your whole self to work, mental health and volunteerism. In recognition of Global Diversity Awareness Month in October, eight Datasite moderators led breakout room discussions where employees interacted in safe, open conversations about topics such as gender, race and allyship.
5. Understand and help deliver on the company’s purpose: HR leaders that understand that business must deliver for shareholders but also for employees, the communities in which the business operates, and the planet, will be in demand. Research has found that employees want to work for purpose-based employers and that purpose-driven organizations perform better than their non-purpose-driven competitors. They are also more resilient and sustainable.
How can our readers further follow your work?
I am happy to exchange ideas and discuss best practices on LinkedIn.
Thank you so much for sharing these important insights. We wish you continued success and good health!
About The Interviewer: Finn is the editor of People Managing People, an indie media publication on a mission to help build a better world of work. He’s passionate about growing organizations where people are empowered to continuously improve and feel fulfilled in their role. If not at his desk, you can find him playing sports or enjoying the great outdoors. To learn more about Finn’s work please go to https://peoplemanagingpeople.com/
