Talent Talk: How to Turn Up for Your Team
Between global pandemics, a remote working revolution and global movements calling for greater diversity, equality and accessibility in the creative industries, there has never been such a focus on talent in our business as there is right now. This series dedicated to the future of creative teams is supported by Partners in Crime (PiC). Founder of PiC Stephen ‘Goldie’ Goldblatt is throwing open a discussion on what’s next for talent. Hearing from some of the industry’s most forging agency leaders, heads of talent, culture and diversity, we will explore what leaders think we really need to do to retain and attract the best creative minds in the business AND deliver what clients need, in one fell swoop.
In this week’s instalment, LBB speaks to Shannon McFarland, CTO at FCB Chicago, about the creative forces currently driving the industry. An expert in the field of talent management, Shannon concisely communicates her view of the future of recruitment, explaining what aspects of the industry need to evolve in tandem with the ever-changing dynamic of the labour market.
LBB> You were at Leo Burnett Chicago for 16 years, working across talent management and creative resources. What was the biggest learning curve during this time and how did you bring those learnings forward into future roles?
Shannon> Spending 10 of my 16 years in the creative department taught me to be flexible above all. I learned there was a whole world of grey, and that a lot of great things can happen when you give yourself permission to stop following the rules. The creative team taught me how to be creative and innovate in my own role.
LBB> How do you see your current role as chief talent officer at FCB Chicago in relation to creativity?
Shannon> As CTO, it is my responsibility to ensure that everything we do as an agency drives creativity. From the talent we hire, to how we then inspire, motivate and grow that talent, empowering our teams with the tools and resources necessary to create their best work. Everything I do is in service of creative thinking — it’s what drives our industry.
LBB> How does what you do support creative ideas?
Shannon> We create the conditions for creativity to be the main focus. Recently, we partnered with strategic planning to design a new process that helps us land on interesting and sound ideas quickly. It combines speed and diversity of thought early on, helping to unlock provocative opportunities and it has proven to be a successful tool for both current and prospective clients.
LBB> How do you merge the invaluable experiences of the company with new talent and technologies to develop new ways to design and deliver extraordinary experiences?
Shannon> The needs of our clients’ businesses and delivering extraordinary experiences to employees requires focus and collaboration. When we look at the design of our organisation, we prioritise having a clear vision and objectives for the teams. We focus on mapping key workflows to find solutions (rather than structures) and permit those doing the work to co-create a new design around how work actually needs to happen. This approach engages everyone in the organisation and creates a level of investment that breeds extraordinary experiences and ownership of outcomes.
LBB> What would you say is the most outdated belief system affecting the way agencies hire and retain talent?
Shannon> The concept of headcount planning. To evolve this approach, we must shift our focus from the workforce to the work. When we look at it this way, we can optimise overall performance and the quality of our work.
LBB> How does FCB ensure it is creating an inclusive environment for all employees?
Shannon> We believe that it is our responsibility to increase the cultural fluency of all of our leaders and employees, to constantly challenge the status quo and leverage opportunities to amplify diverse perspectives. We are working to build an inclusive environment by mobilising underrepresented groups and empowering them as a predominant force in the agency. Today, we have nine employee resource groups and over half of FCB Chicago’s total workforce are active ERG members. Recently, we hosted 'The Creators Showcase' to raise awareness of the widespread influence of Black artists and creators, while equipping our agency with the talent resources to create more culturally authentic work. When it comes to the work, we follow the agency’s proprietary Upstream Inclusion process, which helps brands make more inclusive work from the outset by ensuring that the values, behaviours and attitudes of diverse segments are considered early on in the strategic and creative process versus being treated as an afterthought or a one-off initiative.
LBB> What is the most effective way of assessing the needs of your team?
Shannon> In an environment that moves as quickly as advertising does, I believe the most effective way is to be intentional and present. It requires engaging with business leaders on what is happening in their departments and with their clients. Hallway conversations with employees open valuable insights into how people are feeling and what they need. In today’s post-pandemic environment, intentionality and presence are more valuable than ever.
LBB> Are there any current trends that are influencing FCB’s hiring process right now?
Shannon> The ever-changing dynamic of the labour market demands us to be agile in our approach to hiring. We must be proactive in seeking out the best and most diverse talent. To do that, we’ve evolved where we source talent. We’re constantly sourcing from new, interesting and unexpected places that lead to diversity in our talent - this increases the potential to develop truly innovative ideas capable of meeting any business challenge or any consumer audience.
LBB> How do you measure success when it comes to talent retention?
Shannon> We focus on helping our employees grow iteratively, as roles, opportunities and skills shift. Providing career development in a constantly changing business landscape requires transparency between the organisation and the employee. We spent the last six months working with cross-functional department leaders to develop level-expectation guides, aligning across eight core agency competencies and one departmental competency. Ensuring we stay connected to our employees’ needs led us to an 80% engagement score in 2022.
LBB> Finally, what is the secret to forging long-lasting cultural impact?
Shannon> Trust and emotional connection. It’s been proven that trust can elevate employees’ feelings about their organisation and their connection to it. But once trust is established, if there isn’t an emotional connection, then the relationship is hollow. At the end of the day, our goal at FCB Chicago is to ensure our employees feel “Net Better Off” for working here.
