C-Suite leaders share their workplace strategies

Christian Rodriguez, President and COO

Charles Schwab Premier Bank

“We have created a program to give managers and employees greater flexibility with remote work options. It is designed to balance the importance of workplace flexibility with the benefits of in-person interactions for training and learning from each other, building human connections, and sustaining our culture. It reflects the trust we place in our employees to work in the service of our customers and, at the same time, create a better work-life balance. More than a third of employees have chosen to work remotely more than 90 days per year, and more than a quarter have chosen to work entirely from home. We expect these numbers to fluctuate over time.

Cindy Tran, General director


“We recently moved into new offices. This reinforces our vision and allows for increased workplace flexibility. While many businesses have reduced their physical footprint, Slalom has doubled our office space. That’s because our local office has grown from 100 employees nine years ago to over 400 today. The new space offers options to collaborate as a team, focus on mental and physical well-being, and simply enjoy being present with each other again.

Heather Caps, Founder, President and CEO

HCK2 Partners

“One of our core values ​​is to lead a balanced life. While we’ve always been flexible in extending work-from-home days, changing schedules to accommodate school pickup, etc., it was definitely a paradigm shift to have fully remote staff. That said, once our team members became familiar with virtual work and we became efficient and proficient with this new model as an organization, we decided to adopt a permanent three-day hybrid model at office and two days of work from home. This allows us to continue to uphold this very important core value of balance. While we try to manage schedules that allow working from home two days a week, we are in the professional services industry. If a client requests an in-person meeting on a telework day, we expect our team to be flexible and accommodate this request.

Apart from the ability to do remote work, as well as the convenience and cost savings on travel, there is no substitute for human connection and direct in-person communication.

Jean Olajide, Founder and CEO


“We have always treated our team members like adults. We say our team is an owners’ company, and with that mindset, each team member is empowered to take ownership of their work in whatever way works best for them. This gives them the freedom to take their kids to a mid-afternoon sports practice and complete a work project that evening. It’s an integration, and with an ownership mindset, we each take responsibility for our work.

Angela Santone, Senior Executive Vice President, Human Resources


“Work has changed forever, and we have to choose the right mode for the right time. AT&T is on the cusp of a new era of connectivity, and with employees back in the office, we have the momentum to execute our strategy with collaboration and creativity on our side. We are convinced that we can rely on our hybrid model; continued flexibility is essential as we implement and refine it. Finally, it is important that we continue to watch for signs of burnout among team members.

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