💎Get to know the marketing team at PowerToFly! Watch the video till the end to learn all about our open remote jobs with this team and more. If you’re interested in marketing and wish to work from home starting in 2022, this may be the place for you!
📼 Are you a marketing professional currently looking for remote jobs? If your ideal workplace is a fast-paced global community with a mission to change the world, then this is your chance to apply to the marketing team at PowerToFly. In this video, you’ll meet Lauren Hagerty, senior director of marketing and community at PowerToFly, who will tell you all about the marketing team, what she’s looking for in a new candidate, and how you can start and launch a successful career at our mission-driven organization.
📼 When applying for remote marketing jobs, it’s essential to consider your soft skills. Because we're a global team, communicating clearly, efficiently, and effectively is a top priority for Lauren and the rest of your potential new teammates. There are many ways to show you are a clear and effective communicator right from the interview process. It starts with making sure you're replying promptly and in grammatically correct English to all your emails. We also want to see if you're curious and listening to the people you're speaking with during your interviews. So ask questions! As Lauren says, there's no such thing as a dumb question.
📼 If you're applying for one of our remote marketing jobs, you should know that we're super proud of our diversity on the marketing team and at PowerToFly overall. It's our mission to provide opportunities and advancement for underrepresented talent to thrive. And what better place to thrive than the company that's putting that message out into the world? If you join the team, you'll have the support of more than 25 diverse people to bounce ideas off of in a non-judgmental forum. We are here every single day to make sure that you are succeeding and growing in your career and doing the things that make you happy as an individual.
Inside the Marketing Team - Handling Feedback in Remote Jobs
If you make it to the interview process at PowerToFly, you're definitely going to be asked this question: “How do you like to give and receive feedback?” Giving and receiving feedback is crucial to your success at PowerToFly! Because we are a globally remote team, there are lots of different cultures and lots of different communication styles taking place at all times. That's why giving and receiving feedback is one of our values at PowerToFly.
🧑💼 Are you interested in joining PowerToFly? They have open positions! To learn more, click here.
Get to Know Lauren
Lauren Hagerty is a passionate community builder looking to forge meaningful connections between humans and brands making a difference. If you are interested in a career at PowerToFly, you can connect with Lauren on LinkedIn!
More About PowerToFly
PowerToFly was founded to fast-track economic equality by upskilling and connecting underrepresented talent to roles in highly visible sectors. We achieve our mission daily by connecting diverse talent to free live virtual events with decision-makers from companies, whether they're looking to change their career or happy in their current role. We also feature upskilling content and host summits with industry leaders to create diverse, inclusive, and equitable workplaces. We are women-led, intersectional, and focus on empowering underrepresented talent across all races, ages, ethnicities, sexual orientations, abilities, veteran statuses, and gender identities. We welcome allies.
PowerToFly was honored to participate in 15five's second HR Superstars Summit which was visited by thousands of HR leaders.
Building diverse, inclusive, and equitable environments at companies is a must for any strategic HR leader. PowerToFly's Global Director of DEI Sienna Brown recently joined fellow panelists Dion Bullock, Cara Pelletier, and moderator Polly Stocks for a conversation on "DEIB Strategies" as part of 15five's second annual "HR Superstars Summit". This conversation covered:
- The relationship between DEIB & HR
- How to build an initial DEIB strategy
- Holistic approach to DEIB strategies
- A renewed focus on inclusion and belonging
To register to watch the recording of this conversation and other talks, please visit here.
Below is an article originally written by PowerToFly hiring partner Managed by Q and published on July 24, 2018. Go to Managed by Q's page on PowerToFly to learn more.
Human Resources is traditionally thought of as the department that creates policy and process for employees. They live by the book (the employee handbook) and support employees when issues arise. However, the HR department has changed.
In the last five to ten years, due mostly to an increasingly competitive hiring environment, HR has stepped away from its role of policymaker to take on an entirely new employee benefit—their experience. In taking ownership of the employee experience, the term Human Resources is being phased out and departments that serve this function are now known as the People team, People & Culture team, and Employee Experience team.
But putting employees first takes much more than a name change. Managed by Q's new VP of People Maria Dunn has over a decade of experience working on teams (Recruiting, Human Resources, People & Culture) that have prioritized their employees. She talks about the shift teams need to make to create an environment that will attract and—more importantly—retain and grow its talent.
Focus on your greatest asset
"I've always believed that people are a company's most valued asset," says Maria. Throughout her career, Maria has brought a people-focused approach to all of her roles. One of her first positions was as recruiter for a global staffing firm during the recession in 2009. Here, she realized her passion for helping others succeed, as she provided coaching to help candidates secure long-term positions from temporary roles. "This is when I learned what great HR does," Maria recalled.
Two years ago, Maria joined Managed by Q as the Director of People for Q Services, our service company that provides cleaning, maintenance, and administrative support. Q Services was founded on the Good Jobs Strategy, which aims to create superior value for employees, customers, and investors by combining investment in employees with operational choices that increase employee productivity, contribution, and motivation. This people-oriented approach was built into the fabric of the business, but its operations were scaling faster than management.
With over 800 hourly employees distributed across four cities, Maria's approach was simple. "Instead of sitting in a room with operations leads trying to figure out what our Operators needed, I went out and asked them myself," she said. "I invested a ton of my initial time talking to our hourly Operators, the ones actually doing the work, about what they needed from us. What I found is they needed the basics: clear expectations and believable management." Within a year, Operator engagement scores had soared and retention had improved. Another year later, the business became profitable.
To be successful, the People team needs to deeply understand what their business does––how it makes money, who its customers are, how the product works, and what sets it apart in the market. "When you embed yourself in the departments you support, that's when you can really make an impact," said Maria. "If you are responsible for change and are looking for answers, go directly to the source, talk to the employees who interact the most with your customers. They have more answers than you think."
Build real connections
For employees to tell their People or HR teams what's really going on with your business, they need to trust you. According to Maria, you need a very high level of situational awareness to be a true agent of change in a company, which you can't achieve from surveys and observation alone. "The most successful People leaders are those who can build and maintain trust," she says, which also reflects Q's overall culture of building trust through transparency, learning, and giving direct feedback.
Prior to joining Managed by Q, Maria was hired to open a remote technical support center for a growing start-up. In addition to hiring, Maria was responsible for building a team culture from scratch, while also bringing the company's values to its first satellite office. In just eight months, the support team scaled from 20 to 100 employees, and experienced zero turnover in its first year of operations. But after a few years of continued growth, Maria found herself on the team that was responsible for assisting the company through an eventual shutdown.
The people who helped build the culture alongside Maria were learning that not only were their positions going away, but so was the company they loved. "It was a challenging time, but I made a choice to stick with the employees and stay by their side through the process. They needed honest answers, even if it was 'I don't know,'" Maria recalled. "Don't give your team a BS answer that they'll see right through. When you're consistently providing them with the truth, your bond is much stronger. It's a powerful thing."
Cultivate, don't create
The People team has the most unique vantage point in a company—by providing services to all employees, they can provide impartial insight to decision makers. In working with each department, they are also able to cultivate a community that will drive both individual and company-wide growth and help refine and focus a company's singular culture. This is certainly the case for Maria at Q, who is focusing on how we can amplify our culture. "We are in our fourth year at Q and we have a solid foundation. It's time to take it to the next level and raise the bar," said Maria. "A lot of our departments have done a great job creating culture within their teams, now our team needs to bring it all together at a higher level."
As Maria enters the second half of the year, she is focused on fostering an environment of understanding, empathy, and fun. To achieve this will ensure a great employee experience, and promote a workplace that clears the way for employees to do their best work. If the "HR" teams of today can put their people first, work to cultivate an inspiring work environment, and ensure that internal culture is a reflection of a company's external brand, they will not only positively impact team productivity, but they will be able to attract and retain top talent that will bring their business to the next level.
Navigating HR As a Woman In Tech
Being a woman in HR in the tech space, I thought I'd have more of an influence on the bro culture. But while I may be able to stop some locker room talk in the kitchen, I'm not naive enough to think it doesn't happen. It's just not within my ear shot and maybe I've helped a female coworker not hear the salacious details of someone's night.
It's not just all outward sexual harassment you're shown in HR training videos. The sexism comes in small bites, ones that sometimes you don't even notice.
At an HR conference, a salesman only spoke to my male subordinate even though I answered all his questions. I can make excuses; I look younger, I'm such a good boss that my worker has an air of confidence around him but that's not it.
Or when someone complete snubs you out of a task that directly correlates to your work goals and you write an email pointing it out. Your new boss, who's a moron in all things particularly speaking to people especially women, tells you the email was too aggressive.
Too aggressive? Are you kidding me? No. It wasn't aggressive but I'm just supposed to take it. And smile. And say thank you.
So you know what ladies? Be aggressive. I'm of a motto that honey catches more bees than vinegar but that doesn't always work, sometimes you have to swat at it. Get it done. Be heard. Screw 'em.
Did I cry? Yes. Did I cry in front of him? Hell no. Not worth it.
It was my first management meeting. I was finally at the table. No really, it was a huge table. I was prepared, I was excited and then I was asked to take notes. The only woman in the room. It was a coworker who's always been respectful, took my advice, listened to me. Why me? We all had computers in front of us.
Was I going to make a scene and not be invited back. I took diligent notes, sent them out quickly and did the "assignment" which should not have been mine to do.
It's not easy being a woman so outnumbered by men in such a male dominated culture. I do see a shift as younger guys take control. Those who haven't been raised in a backwards society or at least a society that's finally opening its eyes about these issues.
Tech has a long way to go and women need to fight the good fight along with their male coworkers.
You're just as qualified. Just as skilled and once you prove it (men don't have to, it's a given), they'll see and they'll know. And you've paved just a little easier trail for the next woman.