Building intentional culture: Perspectives on HR + people development

Jason Lavender had the privilege of conversing with Shari Chernack, Senior Principal of People Strategy + Transformation at Mercer about essential components of successful people development strategies and building an intentional and functional culture. Click here to read part one of Shari's interview. Read on for part two of Shari's interview.

Companies must be purposeful in developing functional remote, hybrid or in-person cultures.

Jason: Have you seen organizations do anything to help build connections and culture, particularly in the remote/hybrid world?

Shari Chernack: One thing companies are doing is making sure that time spent in person is valuable, connecting and enriching to people. Especially as organizations assert the value of being together, they need to cultivate that value. 

In many cases, organizations need to think about how to train leaders and shape the culture to be multimodal. To become a culture that thrives in person, but also a culture that thrives in a virtually connected environment. 

Those are not necessarily skills that organizations inherently have. So they need to be very purposeful about it.

And, they need to be very purposeful about giving leaders the skills to communicate and to know when and how to coach for performance.

There's been some recent data about engineers who work virtually not getting as much feedback. But there's no reason feedback can't be given in a virtual setting. It just might need to be given a little bit differently.

And then there's also the risk of “out of sight, out of mind.” So, organizations need to think about how time is best spent — whether it is in the office or whether it is virtual — and on equipping their people to work in that same setting.

Are we on the other side of the Great Resignation?

Jason: Is there a data point or chart you've recently seen that you have become interested in or passionate about solving?

Shari Chernack: The amount of mobility from role to role has reverted to 2019 levels.

I think the really interesting question for me is, Is it a reversion by virtue of the fact that the economy has cooled sufficiently enough to make people a little bit more cautious about moving?

Or have organizations improved the employee experience in ways that reduced employee desires to look elsewhere?

In every respect, many organizations had to adjust during the last several years of inflation, in terms of how they compensate, to the things they do to take care of their people.

So I don't know if there is a definitive answer yet [about whether the reduction in mobility is good or bad], but it's something that I would like to look into more.

Jason: Super interesting. Thank you for your time today, Shari!

About Shari Chernack

Shari Chernack, Senior Principal of People Strategy and Transformation for Mercer, is a versatile HR leader renowned for her ability to steer organizations through growth and transformation. With an extensive background spanning business transformation, strategy, HR, operations, change management and communications, Shari excels in building differentiated capabilities, fostering inclusive cultures and propelling organizations to new heights.

Shari's commitment to reimagining people strategy is evidenced by her emphasis on talent, culture, leadership and the future of work. Her multifaceted skill set enables her to bridge the gap between visionary strategy and practical execution, making her a sought-after partner for organizational leaders.

Throughout her journey, Shari has been an influential advocate for proactive learning and development, recognizing the pivotal role of upskilling and reskilling in driving sustainable growth. Her dedication to nurturing talent, fostering engagement and advancing DEI positioned her as a transformative force in the HR landscape. Shari’s strategic insights, entrepreneurial spirit and commitment to continuous learning solidified her reputation as a driving force behind organizational evolution.

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