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Conversations with CHROs: Aneesh Raman of LinkedIn with Eric Dozier from Eli Lilly and Company | LinkedIn Talent Solutions | YouTubeToText
YouTube Transcript: Conversations with CHROs: Aneesh Raman of LinkedIn with Eric Dozier from Eli Lilly and Company
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A seasoned leader with over 25 years in the pharmaceutical industry shares insights on transitioning into an HR role, emphasizing the strategic importance of talent management and the transformative impact of AI on business operations and workforce development.
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so excited to be here with Eric today um
to hear your story first before we get
into all the big changes hitting work
you have had as I've had a kind of
squiggly line career um what has that
Journey been like to get to where you
are now first of all thanks for um
having me here excited to have the
opportunity to speak for LinkedIn I've
been with Lily for um I hate to over
over 25 years now so it's a little bit
longer than um that I would have
expected but it's been a phenomenal
career um I've had the opportunity to do
so many different things um I've spent
most of my career as more of an operator
um Lily for those that don't know we're
we're we're a medicine company we're
International Company um we operate
across the globe um we make medicines um
we work to help um kind of fight some of
the most um devastating diseases I've
had the opportunity to work um in our us
affiliate work in Puerto Rico work work
in Japan primarily helping a connect our
medicines to to U Physicians and then
Physicians connect us to patients and
then I had a few different off sheets
worked Inc um um but most of my career
is spent more in the commercial real my
current boss now Dave um in our previous
um chro said have you ever thought about
HR and that was a surprise to me
actually it wasn't something I had
thought about and um would never expect
it to be considered um um for for for
for a role like that and they said hey
you ought to think about it and they I
think their thinking at the time was hey
you're an experienced leader you've um
you've LED large organizations um you
understand you know our business well um
you've demonstrated some some history of
connecting with people across your
organization um I think you're a known
commodity within our company um you you
should think about it the solidifying
factor was there's only so many
executive positions within organizations
and Lily is at a
I think a pivotal time in our
organization we're you know we're
driving as I mentioned earlier in a
couple key disease areas we're having
the opportunity to impact um a multitude
of patients across the globe opportunity
to even do more of that moving forward
um why not be here at this moment to
help continue to guide our people
strategy so that we can reach the
opportunities we want
to that sort of through line of building
experience in the business that you're
able to bring into the talent organ Into
Your Role is really important for
everyone cuz I've been saying I think
chro are the new CTO and the next CEOs
because knowing talent and having the
best talent and having the best talent
situated in the best organizational
structure is going to be how
organizations win and that's a skill set
that obviously the talent function has
how has that helped you uh in this new
role and what would you say to Talent
leaders out there who maybe have risen
up within the talent org uh but are
getting the sense that it would be good
for them to flex a little bit into the
business and and how do they do that I
think the business business of HR is the
business of the company actually and so
the opportunity to make sure you
understand um how the organization um
achieves its objectives understand how
the organization creates Alpha through
its in in Innovations understand what
are the important the key aspects of the
company and then how does HR help um
connect that to to the things that we do
and at the core um Lily is only
successful because of its people I think
um HR is pivotal to all those things but
at the center of that you need to make
sure that you understand again how the
company succeeds yeah and then how does
HR make sure we're bringing in the right
people to achieve that that mission yeah
and I think given the changes that are
going to hit work and the changes that
are going to hit organizational design
at work uh having that Curiosity not
just in people which is core to being in
the talent function but curiosity about
what the purpose of your organization
and business is so that you're really
thinking about how that structure is
going to fit with what your organization
is trying to do its Mission its
Vision let's shift to AI yeah this big
game changer before we get in AI at the
workplace which I know you're thinking
about just from a a perspective of Lily
um as a medicine company this is a
GameChanger I mean probably biotech and
all that that people are expecting there
is one of the priority Arenas of
expectation how are you thinking about
what AI means for your company yeah let
me um maybe kind of go big picture I
kind of boil it down maybe three kind of
areas um
clearly the way in which we make this
world a better place the way in which we
achieve our purpose is through making
innov Innovative medicines we're we're
tackling some of the most troubling
diseases across the world and so we do
that through um creating you know new
chemical compounds uh making sure we're
we're going after new targets and so I
think having AI to help us discover and
innovate more medicines is a critical
area area um um for us second you know
we have to make medicine you have to
make it right every time and so the
ability to make sure we can can have a
really strong product Supply can meet
the capacity of demand needs moving
forward how do we make our manufacturing
just more productive and so opportunity
to leverage AI there big data and then
obviously on the commercial side with um
how we can create just a better patient
experience and and certainly AI can help
there in many forms and Fashions we just
launched Lily direct a little over a
year ago now and and um and we're trying
to maximize that kind of moving forward
then I think your broader question then
I think is is how do we think about um
AI as an overall organization just
across everyone and and I think this is
the one that's a little
more maybe nuance and maybe challenging
in the sense of of your um trying to
make sure that we think about it how do
I just keep AI within your workflow and
so leveraging the existing tools that
you're already using um and making sure
that those existing tools can make you
more productive in leveraging AI so um
we're a Microsoft client so obviously
we're big big on Microsoft um kind of
co-pilot and integrating those tools as
as Microsoft launched them as well as
maybe customizing some of those tools a
bit for ourselves and and trying to put
those in the workflow from an HR
function we're a um we're a workday
platform customer and we're certainly
encouraging them and leveraging their AI
capabilities um I think what I've been
trying to do within my function is to um
encourage my team to kind of champion
these things I think um we're we're HR
organization and you're dealing with
people there's this there's this um
challenge to be perfect all the time and
and my point is I think as long as we
can iterate yeah um we don't have to be
perfect and and let's Embrace and kind
of launch things and so really for the
entire function organization of Lily
making sure we use AI within existing
tools that that are in on Place yeah I
think really understanding the biggest
risk is not taking risk right now
imperfection is seeking Perfection cuz
it's all just changing and building it
in to current workflows is probably what
I'm most excited about with AI CU I have
been a big champion of skills first
hiring in a skills-based labor market it
leads to more uh inclusivity
transparency all of that but it's been a
really hard thing to get going because
you have to get the systems built by the
time the taxonomy is done it's dated but
for that to fold in as we're doing it
LinkedIn with recruiting tools into just
the day-to-day of how otherwise
recruiting would happen you could start
to see how big things are going to fold
within how we're currently doing uh
work as you think about sort of how AI
is folding into the day-to-day for you
all and let's talk to Talent leaders
across different sectors so not just
within um sort of the healthcare sector
what are some of the sort of Frameworks
you're starting to lock in playbooks
you're starting to lock in people who
are maybe early and even coming up with
an AI point of view and they know
they're running a little late now and so
they get they got to get going any
advice for them on how to start yeah
advice that i' give others that I'm
given myself actually is earlier
discussion is I think we have to move
faster um I think there is a spirit of
um we expect these tools to be at a
certain Perfection level and the reality
is they only get better through
utilization that's right they only get
better for them understanding being
exposed to more of your data and So
within within my with within our
function um I'm challenging and encourag
our teams to embrace the technology
that's already within the existing tools
um excited about the progress that we'll
make coming up in the next year with our
within our recruiting practices um which
is how do we leverage it more for for um
screening tools again obviously LinkedIn
um I think you guys called the hiring
assistant now I believe you guys have
got some great tools that will certainly
maybe will leverage as well and how do
you do use that to kind of start to
identify talent and Screen Talent better
um I think there's an opportunity there
for us to move faster but I do think
you'll have to think about um how do you
leverage the tools where where do you
want to have the human connection where
it's critical where it's needed to make
sure you're you're not getting biased
have some have some sort total back
check to make sure that it's it's that
it's giving you the best talents doing
what you wanted to do and um I think
it's important also to to probably have some
some
transparency um with how you're
leveraging AI especially with your with
with your prospective candidates and
then I think it's important that um we
should always leverage the tools to make
us a more productive organization and to
create a better experience for the
people working with if it's not doing
those sort of things I'm not I'm not one
that just wants to use technology to use
technology we need to use technology to
make us better yeah I think having that
point of view what is your organization
going to look like in the age of AI but
importantly what does that mean for your
Workforce right having that point of
view is key and then as you talked about
this culture of learning is NOW
essential it's got to be the oxygen of
talent not just in terms of how you hire
but how you grow that talent and your
point about you got to use the tools to
make the tools what you want the tools
to be is so critical and that's a daily
habit we've been thinking a lot on the
third bit of managers as the Frontline
change agents how are you thinking about
that bit um because it isn't just a top-
down change it isn't just a bottoms up
it's almost like those first line
Frontline managers are the the it to
this right now um I'm so glad you asked
that that question I think maybe one of
the things that I'm excited about um in
my role and and and where I'm maybe
spending it maybe a disproportionate
amount of my energy is a bit of of
getting back to some Basics but then
leveraging technology to help us scale
better and so what I mean by that is um
how do we how do we just do Performance
Management better um I think sometimes
you even hear those words people might
automatically think about managing poor
performance yes we have to do that but
more of how do we leverage Performance
Management to make everyone better yeah
um and in the spirit of of us being um a
growth oriented company in the spirit of
us getting better each and every day um
we're working to spend more time there
and and how do we how do we leverage our
leadership and make our leaders better
and that's where do think coaching yes
becomes critically important and so it's
hard to do obviously a key aspect for
managers is the coach through team so
how do we put more Tools around that but
also how do we give our leaders um the
you know opportunity to connect with
coaching better and that's where AI I
think provides an opportunity to scale
um things to a degree that we that we
haven't had before and so we've always
used Executive coaching we've launched
some new tools allows us to scale that
further I think AI offers the
opportunity to scale um coaching to the
masses and to use both you know
traditional coaching Tools Plus AI I
think that's an opportunity it allows
you then focus in on the you know the
thing of in terms of how you become a
better um manager how do you become a
better Coach how do you help make people
better relative to Performance
Management processes so that's something
we're embarking on and we're really
excited about that I I love that you
called out coaching because that's a big
belief for us too we just make coaching
a benefit for every employee human
coaching um as these tools now get built
to provide everyone with that
personalized coach and I think you know
as you think about the the manager
really across the history of the work
the manager basically managed the tasks
of the people they manage and their goal
was to manage more people's tasks this
is a new world where they're going to
have to manage the people we're talking
about your water bottle the Ohio State
it's like a sports team you got to if
you're a sports coach you aren't trying
to teach the fundamentals and trying to
check whether people are doing those
drills at practice you're watching that
but you're trying to coach energy you're
trying to coach camaraderie trying to
coach cohesion against Division and
that's not just for the CEO to do that's
going to be for every manager to do and
we're already seeing coachability as a
key leadership skill CU everyone's got
to be coachable in order to become
better coaches because that hasn't been
a thing that we really ask managers to
do the last question I got for you now
that you've sort of moved into this
Talent function is um what are your best
days like like what what are you
enjoying most as you you thought about
what you were going to enter into and
now you're in it and you're in it in a
moment of moments for the talent
function what's giv you that energy yeah
um thanks for asking that question I
think um this job is is like unique it's
it's like none other than than I would
imagine um there's a lot of things I've
learned over this past you know year and
a half I would never expected um and so
I always start with I'm so glad I'm here
I'm so thankful I have the opportunity
to be in this position at this moment
it's a privilege to have the opportunity
to serve the employees of Lily we have
over 47,000 you employees across the
globe so thankful for all the work they
do each and every day and and just
thankful I have the opportunity to be
here um the things that I'm probably um
that gives me the most Joy I would say
and the most kind of fulfillment is
there there there rooms I'm in um that
if I weren't in there yeah we would have
made a different decision and um I can't
go and tell everyone about that because
it's not the nature of the job but I'm
like I was glad I was there because I
provided a point of view that that
wasn't provided and what I did it it it
took us down a different direction those
those are the exciting moments for me um
or you know you help shift and change
the direction a little bit that made
things a little bit better and part of
my job is to make sure that I can
represent the organization um to our
leadership we're we're blessed with
phenomenal leadership and um and
obviously they're hyperfocused on their
different areas um I try to make sure I
think about the broader Enterprise and
the ways in which we can you know
continue to make ourselves better in in
the support of our people and then I I
think um you opportunity to do things
like this the opportunity to to
represent the organization in various
capacities the opportunity just to to
make sure I can bring the energy kind of
for the organization um believe it or
not though I'm a I'm a I'm a I'm an
introvert and so I like to be extrovert
at work and so um I also enjoy um the
opportunity to go home and just kind of
decompress a bit well I I think that's a
perfect way to end because I think it's
a charge for anyone who is in the talent
function or cares about this work
because we are all by virtue of that uh
pro-human and this is a moment where we
should feel both gratitude to be able to
rewire the labor market remake work so
it is not just better but more human but
a real responsibility to be that voice
in that room that at times has to be
radically pro-human and represent what
is possible when humans come together
when humans are able to learn grow adapt
uh and innovate and leave people
thinking differently and I think that's
a good charge for us all to have hey
thanks for having me thanks yeah it's
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