chief people officer at H&R Block<\/a> in March with a mandate to ensure the company had the people and organizational capabilities to deliver on a new company strategy; elevating talent and culture sits squarely on her shoulders.<\/p>\n\u201cIt\u2019s No. 1 for a reason,\u201d said Monroe. \u201cPeople are the real value of every business, and great people equal a great business.\u201d<\/p>\n
Monroe\u2019s mindset echoes that of H&R Block\u2019s co-founder, Henry Bloch, who said, \u201cGreat companies have one thing in common: great people.\u201d<\/p>\n
Elevating H&R Block\u2019s talent and culture is not about building from the ground up. The company has been around since 1955, and Monroe said its culture is solid.<\/p>\n
\u201cThis is a pretty fantastic company. I have nothing but excitement about joining this company. We\u2019re in a really good place and can only get better,\u201d said Monroe.<\/p>\n
Bigger, better, faster<\/h2>\n
But just because H&R Block\u2019s leadership team believes the culture is already solid, doesn\u2019t mean there\u2019s not a big vision for improvements.<\/p>\n
\u201cOur culture has been to embrace and run because we love this brand and what we represent. That\u2019s an asset we have as a brand. But we need to challenge ourselves every day to think bigger, open it up and ask what if there was no limit? That is a skill we need to develop because a lot of people are not built that way no matter what the culture was before,\u201d said Monroe.<\/p>\n
Monroe got an unexpected start in HR after deciding legal work wasn\u2019t for her<\/h2>\n
This kind of opportunity is one a human resources executive at the pinnacle of her career lives for, but not one Monroe expected in her career.<\/p>\n
\u201cSince I was basically able to talk, I knew I was going to be an attorney. I rushed through undergrad and finished early to get to law school,\u201d said Monroe. \u201cI got there and thought, \u2018oh I don\u2019t want to be an attorney.\u2019\u201d<\/p>\n
After graduating from law school, Monroe took a job in human resources just to pay the bills. But she fell in love with it and now, almost two decades later, she\u2019s tackling the opportunity to elevate H&R Block\u2019s talent and culture.<\/p>\n
Changing culture by identifying and working on core behaviors<\/h2>\n
Monroe started by identifying core behaviors that will not only elevate talent and culture, but also help the business achieve its other goals around the new strategy, like winning on customer experience and investing for the long term.<\/p>\n
\u201cOver the last several weeks, teams throughout H&R Block have been working hard to integrate our behaviors into all areas of our business,” said Monroe. \u201cAs chief people officer, I am dedicated to ensuring the behaviors are a part of every associate\u2019s H&R Block experience \u2013 from the time they interview, to the time they are onboarded, to their further development into H&R Block superstars.\u201d<\/p>\n
Some of the behaviors have been a major focus of the company for generations, like being customer-centric, but raise the bar on how the company and its associates embody the behavior. Others expand on existing behaviors. Being passionate or curious encompasses more than obsessing over taxes and getting clients their maximum refund; it also means embracing the need for change and the quest for excellence, and constantly seeking knowledge.<\/p>\n
Personalizing culture change and taking ownership<\/h2>\n
In addition to integrating the behaviors into the company\u2019s hiring guides and the rewards and recognition program, Monroe is also enlisting the people who make H&R Block what it is.<\/p>\n
\u201cYou have to live this every day. Think of how you\u2019re achieving what you\u2019re achieving. We\u2019re all responsible for elevating talent and culture,\u201d said Monroe. \u201cIt should be personal to all of us.\u201d<\/p>\n
Monroe encouraged associates to think about it personally by doing so herself. In a podcast for associates, Monroe identified her own strengths and opportunities. She said she is straightforward and determined, but especially as someone relatively new to the business, has room to grow in being customer-centric.<\/p>\n
\u201cShare your strengths and opportunities with people. If people know that you know yourself, it makes it a lot easier for them to give you feedback,\u201d said Monroe. \u201cI\u2019m seeing this openness in embracing our collective strengths and opportunities throughout the company \u2013 a sense of vulnerability that only makes us stronger and is going a long way in ensuring we are truly better together.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"
Tiffany Scalzitti Monroe became chief people officer at H&R Block in March with a mandate to ensure the company had the people and organizational capabilities to deliver on a new company strategy; elevating talent and culture sits squarely on her shoulders. \u201cIt\u2019s No. 1 for a reason,\u201d said Monroe. \u201cPeople are the real value of […]<\/p>\n","protected":false},"author":418,"featured_media":40500,"menu_order":0,"template":"","tags":[19283],"news-categories":[23336],"class_list":["post-40491","newsroom","type-newsroom","status-publish","has-post-thumbnail","hentry","tag-corporate-news","news-categories-people-culture"],"acf":{"post_rest_thumbnail_alt_id":null},"yoast_head":"
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<\/p>\n