E4: How to Build Trust with your Employees with Amplity Health’s Becky O’Loughlin
This episode, Chief People Officer and EVP Amplity Health Becky O’Loughlin talks about how to provide a humanistic HR approach, how new leaders can build trust with their employees, and different communication methods that can connect people.
Becky O’Loughlin is a global business executive with a diversity of experiences as a Human Resource leader and Management Consultant positioned to lead transformation, drive strategic growth, advance talent and organization strategies, and impact business results.
Becky is the Chief People Officer and EVP at Amplity Health where she leads the Global People Strategy and HR operation globally and scales the function and company to support business growth. Here are a few of the topics we’ll discuss on this episode of The Better People Podcast:
- How to provide a humanistic HR approach.
- Different communication methods that can connect people.
- Effective engagement plans and strategies.
- How to evaluate if your culture is effective.
- How new leaders can build trust with their employees.
- How HR responded to George Floyd’s murder.
- Diversity equity and inclusion processes.
- Mental health resources HR can provide.
- Amplity Health
- HR Person of the Year Awards
- Gartner for Human Resource (HR) Leaders
- MEA – MidAtlantic Employers’ Association
Connect with Becky O’Loughlin:
Connecting with the hosts:
- 11:00 – “I was really befuddled, I’m like I don’t really understand what we’ve done because in my mind especially coming from such a large organization it was always about these big programs and big communication and big deliverables that went out and you boil it down and people just want you to engage them for who they are and where they are.”
- 19:51 – “Following George Floyd’s murder we put together a people strategy through that, of course, there was a diversity, equity, and inclusion component for the year 2020 what we had planned was to have an unconscious bias training session I think it was in third quarter or fourth quarter but we didn’t have a stated plan or strategy so when that transpired we needed to pull that forward immediately and also with urgency and have a voice around that as an organization that felt authentic and wasn’t just a reaction because we felt like we had to and those were probably some of the most compelling conversations I’ve had in my life much less my career at that time.”
- 22:53 – “One of the best things that came out of those was these ask me anything sessions again for our black and African ancestry resource group they started it, had an ask me anything session had people submit questions ahead of time had a panel of representative team members join so questions were put forward ahead and some of them were really raw but it was a really fantastic and open forum nothing was scripted.”
- 29:58 – “Our people strategy the way that it’s stated I verbalize it all of the time I don’t let people forget why we have the focus that we do our intent is that we want to be a high-performing team so our colleagues and our clients choose us time and time again, the colleges we serve, the clients we serve and very intentional that we talk about our colleagues first and we have a strategy that supports that.”
- 31:28 – “Not to rest on our laurels and think we’ve already got that because you never do you can lose it in an instant you can lose an organizations or an individuals trust in one moment so you have to stay on your toes with it and keep it at the forefront and don’t let people forget don’t let the leaders expect what their expectations are and don’t let the organization the colleges the team members think for a second that it’s still not top of mind.”