> "Also, doing performance review cycles 4x/year is completely insane. What a waste of everyone's time."
So at CK in particular I know they used to have "annual cycles" and you had to "overperform for two cycles to get a promotion." I.E. You had to be outperforming the role you were hired at for 2 years to get a promotion. So unless you were underhired, you basically wouldn't get a promotion in a normal software tenure.
It was a big point of contention.
Depending on the organization, a VP title may not have "a seat at the table", which can lead to HR taking a back seat. This can include being overshadowed by Finance or Operations if HR rolls into the CFO or COO, respectively.
So the "title inflation" is a recognition that people is a tier-1 function, and needs airtime and visibility at the most senior levels.
As an aside, "Human Resources" is falling out of favor given the Dilbert-esque implications around HR. And "People Ops" always struck me as overly operations-focused and tactical vs. strategic.
VP of Human Resources
Chief Human Resources Officer
VP of People Operations
Chief People Officer
and now this interviewee, who is actually "Chief People, Places, & Publicity Officer" if you read down to the bottom.
I think it's very telling that this turns out to actually be a "PR" job title. It's really about controlling the message, inside and outside the organization. Creating a perception of valuing employees and customers and satisfying their respective needs.
Also, doing performance review cycles 4x/year is completely insane. What a waste of everyone's time.