Sulagna Sen has always been passionate about coding—so it was only natural for her to pursue a degree in information technology. As a college student, she completed two internships focused on front-end development before being recruited by BlackRock’s Gurgaon office as an intern right out of school. And she’s been at the global investment firm ever since.
Today, Sen is a software developer in the Mumbai office, where she has a unique opportunity to work with the vast amount of data that BlackRock manages. “I learn every day here. I continue to take up new challenges and enhance my skills and grow personally,” says Sen, who is now part of the Production Operations team that makes sure BlackRock’s core systems are running smoothly.
We asked Sen why she opted for a non-traditional tech path, what skills a developer needs to succeed, and how women can break into male-dominated fields.
What attracted you to work in tech, specifically at BlackRock?
The best thing about tech is it is never stagnant. New innovation and ideas are always around the corner. There is a lot to explore in this broad spectrum. Problem solving and algorithms have always fascinated me and BlackRock encourages us to challenge the status quo.
Despite being a comparatively young organization, BlackRock has managed to become the world’s leading global investor in the span of merely 30 years. I chose BlackRock over a traditional tech company because of the vastness of data being managed and the fact that it provides its own application suite to clients in the form of Aladdin. Plus, BlackRock delivers stability and resilience.
What are you responsible for in your role?
My responsibilities are very broad since the Production Operations team manages the day-to-day operations of core systems and focuses on ensuring a fully stable, scalable, and cost-efficient infrastructure across all the systems supported by the Aladdin Product Group. I am also a part of the development and automation function, which drives operational efficiency by designing and developing administrative tools that facilitate configuration management for all Aladdin clients.
What are you working on right now that excites or inspires you?
Currently, I am working on the automation of an in-house application that is used by core business teams. It involves technologies like Java and Angular. We ensure even trivial matters are addressed and deliver an end-to-end solution.
What I find most exciting at work is the cooperation and collaboration of my colleagues.
What has been the key to your success working in an industry where women are often underrepresented?
I have always followed my passion and did not let stereotypes affect me. BlackRock’s culture of diversity and inclusion has also played a major role. I have always felt included in the achievements of my team, and have been equally responsible for roadblocks, for that matter. I ensure I deliver my best and never consider myself less competent than my male counterparts.
What traits and skills does a developer need to succeed at BlackRock?
All ideas count! Make yourself heard among your peers. Innovation and a focus-driven approach are highly celebrated at BlackRock. The tech stack here is vast, and one can explore one’s skills and work on their long-term goals.
An inquisitive mind and good problem-solving skills are all you need.
How would you describe the office culture in Mumbai?
The Mumbai office is relatively new. The culture here is very friendly and motivating. I get a true sense of the One BlackRock principle among my colleagues here. The environment is inclusive and as far as I know, around 30% of the employees in the Mumbai office are female, which is a good proportion compared to many other offices.
What advice do you have for women looking to pursue a career in software development?
Look at the broader picture, beyond gender disparities and social myths. Software is an evolving industry, and there are many female leaders emerging. Focus on being proactive and confident in your work. Network with other women in the field, understand the industry, and choose your employer wisely!
What advice do you have for women looking to follow a similar career path as yours?
Do not feel intimidated by external factors, and instead focus on your willingness to grow. Sheer talent and hard work are what can get you through everything and help you break all norms and stereotypes. Make sure to seize every opportunity that resonates with you.
My advice would be to let your passion drive you.
This article was originally published on The Muse.
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Human Resources is where responsibility for people and culture lies, and where I have the opportunity to make a difference at BlackRock. Learn how the Talent Acquisition function within HR was able to pivot during the pandemic and work with an esteemed diversity organization to bring value to employees.
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The world we live in is rapidly changing, and for BlackRock to maintain a competitive advantage, we must grow and change with it. From our processes to our people, we continue to challenge ourselves by reexamining internal and external business practices to grow our firm. We rely on data to help drive business decisions, and most importantly, we don’t assume we know everything or have every answer.
We are innovators. In talent acquisition, that means constantly reinventing how we attract, engage, assess, hire and onboard talent. One way we do this is through external partnerships, which have been a significant catalyst for growth. They provide market insights to help inform our recruiting, platforms for us to engage with their membership, professional development opportunities for BlackRock employees, and access to talented candidates. They are instrumental in our engagement with diverse talent in niche businesses. And beyond being advocates for diversity themselves, they understand BlackRock’s principles and commitment to inclusion and diversity. These qualities make for great partners and serve as criteria for us when we seek to partner with new organizations.
Diversity Partner Spotlight
The Robert Toigo Foundation, more commonly referred to as ‘The Toigo Foundation’ or simply ‘Toigo,’ meets all of our criteria. This organization’s mission is to “transform the performance of forward-thinking organizations through education and strategies that drive greater inclusion and the ongoing development and promotion of exceptional diverse leaders.” Their target audience and membership come from underrepresented demographics within finance: from corporations to entrepreneurship, and from post-graduate MBAs to senior professionals and executive management.
In other words, Toigo brings together institutions and individuals to facilitate a more diverse, inclusive and profitable future for all stakeholders. And BlackRock has proudly worked with this organization for more than 15 years, having built a long-lasting relationship that started in 2004.
Since partnering, we’ve have had the privilege of sponsoring and providing speakers for conferences and events, championing their Women in Leadership initiatives, recruiting experienced professionals from their network, and relying on them as a resource to support diverse professionals at our firm.
“In contrast to many other Wall Street firms, BlackRock continues to be an active proponent of inclusion and diversity – not only because it’s the right thing to do, but also because the firm’s leadership recognizes that incorporating diverse talent produces superior results. BlackRock’s continued support of Toigo – in being an active sponsor and patron, encouraging staff to attend its events, and hiring its alumni – make me proud, as both an employee and former Toigo fellow.”
William Im, Vice President, Opportunistic Credit
2020 Forward
In 2020, COVID-19 changed all our lives. It pushed BlackRock into a hiring pause and forced us to find new, creative ways to meet business gaps and partner with external organizations. Toigo was able to align with our shift to focus on internal talent. We worked with them to host two professional development workshops: Managing Visibility with Dr. Stacy Blake-Beard and The Future You with Joanna Bloor. Managing Visibility helped employees learn how to strike a balance between blending in and standing out and gain awareness around how we are perceived by others. Participants then developed a personal profile that balances their “internal” and “external” personas. The Future You motivated employees to take agency over how they talk about themselves and communicate their unique value proposition to peers and managers, and how to balance both their expertise and experience with future-focused potential.
Both workshops were designed to be interactive and introspective, helping BlackRock employees uncover or further develop skills they need to be successful in their roles.
In 2021, COVID-19 will continue to challenge us. Still, we will be resilient in the face adversity and find more ways to invest in our employees through innovative partnerships with organizations like Toigo.
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BlackRock’s Gives Network empowers employees to be a local force for good. BlackRock’s founders have always recognized the communities where we live and work as stakeholders of our business. And while Social Impact at BlackRock invests in scalable programs and interventions that break down economic barriers and build financial resilience to strengthen our communities globally, our employees are the agents of local change who shape and guide the firm’s footprint in each community where we operate. Employees have the opportunity to allocate BlackRock resources at the local level – whether it be banding together to channel support to communities during a crisis or directing funding and talent to address a distinct local need. To further empower and elevate employees as drivers of local impact, we recently launched the Gives Network – a global community of employees committed to making a positive impact in the places where we live and work. Each office Gives chapter is a springboard for colleagues to work collectively and address their community’s needs. Through volunteerism, fundraising and pro-bono support, the Gives Network leverages the power in numbers and combined creativity of BlackRock employees to unlock opportunities to amplify support for local nonprofits. The Gives Network builds on the foundation of the long-standing Gives Grants program, where employees can nominate any nonprofit tackling a local challenge to receive a grant. First brought to the firm through BlackRock’s acquisition of Barclays Global Investors in 2009, the Gives Grants program rapidly scaled across 22 countries and 16 U.S. states and territories. Each year, 33 employee-led Gives committees review applications submitted by nonprofits that are championed by employees in their local office and decide where to allocate funding. Local nonprofits funded through the Gives program reflect the causes that matter personally to employees in that office – from educational access to homelessness to food security. Bill Dunigan, a Director and Head of the U.S. Wealth Advisory (USWA) Leveraged Sales Desk in Boston and Atlanta, champions an organization called BUILD, which embeds an entrepreneurship curriculum into high schools across Boston to help address student drop-out rates. In addition to nominating BUILD for a Gives Grant, Bill has rallied a group of USWA employees to volunteer as mentors to the high school students regularly. Bill says that bringing the USWA team together around a purposeful initiative outside of work hours has helped him get to know the people on his team. “It was an experience that made BlackRock feel like a community,” Bill says. “I found out what was important to my colleagues, and we shared the experience of going out into the community where we worked and where our dollars and volunteer time made an impact.” Lisa Westermann, an Associate on the Business Management team in Munich, first came across the organization Die Arche when she was given a voluntary project to help them organize a Christmas party during her BlackRock internship. Since then, she has championed Die Arche, which provides social services and educational support to children in need. When Die Arche relocated to a new building, Lisa recruited a team of BlackRock volunteers to help with the moving process and nearly the entire Munich office joined in the effort. Last year, Lisa helped Die Arche navigate the Gives Grant process to receive funding to start an online homeschooling program to keep children engaged with school during the lockdown. “I never thought this would be such an integral part of my job. It feels enriching to know I’m connecting BlackRock with a local partner who can make an impact,” Lisa says. “I’m grateful to have been part of bridging the needs of Die Arche with the willingness to help of BlackRock employees.” Abhishek Dike, a Vice President in the Aladdin Product Group in Gurgaon, has championed the Akshaya Patra Foundation, which tackles child hunger in India through its school lunch program. Abhishek hosted meal-packing volunteer events at the Gurgaon office to benefit the organization. He describes the experience of employees coming together to pack hundreds of breakfast baskets for the children as one that fosters a sense of belonging and goodwill across the different teams and businesses. Head of USWA and Gives Network Global Executive Committee Sponsor Martin Small summed it up best when he shared with employees, “There’s an extraordinary amount of rational apathy. How does my one dollar or one hour actually change anything about the world? But collective action trumps rational apathy. And when you put people together and have them pool their resources and time, you create massive amounts of action.” We’re proud of our employees’ efforts to support the communities where we live and work. Note: Photos taken pre Covid-19.
Photo credit: Megumi Nakayama (Vice President, Internal Audit, Tokyo)
During Megumi Nakayama’s first week at BlackRock in 2013, she joined colleagues in our Tokyo office in hosting a two-day soccer camp for children with disabilities, supporting the nonprofit Japan Blind Football Association (JBFA). This event made a huge impact on Megumi.
Since then, as the number of JBFA’s soccer camp participants has doubled in size, she’s recruited other colleagues to volunteer too. Megumi has even inspired interns from BlackRock to volunteer by encouraging them to come up with new activities for the children to do at the camps and then bring them to life. “Being involved in giving back to our community gives interns an opportunity to learn about our culture at BlackRock while meeting employees across the firm,” she says.
Aside from organizing volunteer efforts, Megumi also helped JBFA apply for a grant through BlackRock’s Gives grant program, which supports local organizations championed by employees. She says, “You might have limited power as an individual but, with BlackRock’s philanthropic support, you can be much more impactful.”
Photo credit: Wendy Gutierrez (Director, Head of Client Experience Management, Atlanta)
Having been born and raised in Latin America and moved to the U.S when she was 14 years old, Wendy Gutierrez, Head of the Client Experience Management team in Atlanta, knows how it feels to land in an unfamiliar place and acclimate to a new culture. That’s why she was so drawn to @NewAmericanPathways – an organization that helps refugees who arrive to Georgia become self-sufficient through education and empowerment programs.
Leveraging BlackRock’s annual Gives Grant program, an employee-led initiative that allocates funding to local nonprofits, Wendy was able to help secure financial support for the organization.
She joined the Board of New American Pathways in 2014, five years before she started working at BlackRock. “One of the reasons BlackRock spoke to me when I was exploring new opportunities was how deeply the firm engages with community partners. It’s unusual to work for a company that is so dedicated to lifting up the communities where we have a presence,” said Wendy.
Photo credit: Gos Tsotetsi (Analyst, Alternative Solutions Group, London)
Every week, Gos Tsotetsi, an Analyst in our Alternative Solutions Group based in London, has virtual coffee with elderly residents who have been socially isolated throughout the pandemic. The program is run by @IndependentAge, an organization that supports the rights and needs of older people in the UK in order to help them live well with dignity, choice and control.
Gos was involved with Independent Age before the pandemic, championing the organization through the BlackRock’s Gives grant program, which funds local nonprofits nominated by employees. Beyond financial support, Gos has also worked to foster connectivity between our firm and Independent Age by encouraging senior leaders in BlackRock’s Global Public Policy group to lend their expertise in support of the organization’s advocacy efforts. “I thought Independent Age would be a great charity partner since their work to help people experience financial well-being as they age is directly aligned with BlackRock’s purpose,” said Gos.
Photo credit: Max van Walleghem (Analyst, External Relationship Management, Miami)
Meet Max (left), an Analyst on our Latin America team based in Miami, who has been involved with @CentroMaterFoundation since his childhood. Centro Mater Foundation is a nonprofit that provides early childhood education and social services to low-income families. Max’s mom (right) attended the afterschool program as a child, and Max has many childhood memories giving back to the organization with his family.
When Max discovered BlackRock’s Gives grant program, which enables employees to nominate a local nonprofit of their choice to apply for funding, he immediately thought of Centro Mater Foundation. Through Max’s support, the organization received a $10,000 USD Gives grant.
“BlackRock’s fundamental goal is to make financial well-being the standard for as many people as possible. For me, this means subduing the resource curve for low-income families,” Max shared with us.
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As BlackRock employees, we are both guided and evaluated by our principles. Our founding partners built these principles recognizing the importance of the company’s culture early on. They acted as beacons, showing us how these principles come to life through our decisions, our actions and our work.
We are a fiduciary to our clients.
We are One BlackRock.
We are passionate about performance.
We take emotional ownership.
We are committed to a better future.
Barbara Novick, one of BlackRock’s founders, exemplifies every one of these principles. And to celebrate her success as she transitions to a senior advisor role, we want to take a moment to shine a spotlight on the impact she’s had not only on the firm but also on the people she worked with, sponsored, mentored and role modeled for every day.
This article highlights just five of the many lessons we have learned from Barbara that will continue to impact BlackRock, our leaders and our culture for decades to come.
1. Barbara taught us it’s not good enough to mentor; we must role model and sponsor those on our team.
“Barbara is not only a mentor, she’s also a role model and a sponsor.”
“In terms of mentorship, she gives frank advice. She pointed out the areas I had to work on and helped develop them. For example, at one point, she thought I had to work on presentation skills, and she helped me find the right resource for that.”
“The thing that sets Barbara apart … is she took me to every senior meeting. I may have only prepared the talking points, but she brought me to the meeting. She gave me a chance to participate and learn that way.”
“Barbara would throw me into things, she’d say, ‘I don’t have time for this,’ and sent me to talk to the head of a central bank or speak at a conference. She put her own personal brand and reputation behind me. It gave me the chance to get those opportunities and show my strengths and talents.”
– Alexis Rosenblum, Managing Director, Chief Corporate Sustainability Officer
2. Barbara demonstrated that it’s possible to excel at our jobs and our lives outside of work.
“I remember her with her kids; she was traveling a ton, totally invested in work but showed up for her kids when it mattered. I have vivid memories of her going to coach her kid’s soccer team. She made me think about the kind of role model I would be for my girls. She was one of those people that can make it work. She gave me a roadmap to follow.”
“People want relatable role models. She’s someone that women can look up to and say ‘I can get there.’ Barbara was a normal person that was really smart, worked really hard, and built something from the ground up. At its core many women like me look at her and think ‘I can do it.’ She’s done that for BlackRock and for the industry.”
– Stephanie Epstein, Managing Director, Global Head of Models Infrastructure in Multi-Asset Strategies & Solutions
3. From Barbara, we saw the importance of recognizing and rewarding outstanding work.
She has been instrumental in the trajectory of my career. She recognized talent and rewarded it. She invested more in me than I thought she really had to.”
“She truly rewarded – not only praised – good work. For example, there was an annual trip that [BlackRock’s founders] would host where we would travel to the Saratoga Racetrack. Select employees were invited … I was an Analyst, and I got to go. … That day trip was such a treat, and I went because of Barbara.’”
“She identified young talent, rewarded that, and acted as a mentor to them. Bringing that human aspect of taking an interest me, despite how senior she was, that impact on me was astronomical. It’s one thing to have your direct line manager think you do a good job, but to have the head of the group think that, I was walking on the moon … And it was very motivating to continue to do good work.
– Marvin Tagaban, Vice President, Americas Investment Stewardship
4. Barbara showed us the value of listening deeply, recognizing potential and taking a chance on backgrounds that may not seem obvious.
“In our initial conversation about a governance role at BlackRock], she said, ‘Let me tell you about the work I’m doing in governance because some of the things you talked about in corporate access, align with what we’re looking for and may be transferrable’ … She then said, ‘We have a lot of people internally who are governance experts, but we need someone who can focus on the business side.’”“For me, it was a perfect fit because my core values aligned with the organization, and in addition to that, I was excited about the work I would be doing, and I love learning. It presented an opportunity to learn a completely new area of business . I’m in my third year, and I’m still learning which is fantastic.”
“I learned to value people and to get to know them. I spend a lot of time thinking about what we’re asking people to do in the investment stewardship seats , what are the core skills required and what is the direction of travel for the role … I look for parallel skills; just because someone doesn’t have product knowledge doesn’t mean they can’t contribute and bring value.”
— Ray Cameron, Managing Director, Head of Americas Investment Stewardship
5. Barbara challenged us to get comfortable being uncomfortable and to recognize the value we bring.
“She helped me identify the things I was good at so I was able to pay more attention when those things happened and identify ‘oh that was easy for me’. Then when I was considering making a move, I’d ask for her advice, she’d help me think about what I am stretching into, how much is anchored on what I’m doing today and what value I bring to the role.”
“[She taught me to think] I’ve mastered this role, what if I go to another group…Now I’m the Chief Client Officer of LATAM. I never would have imaged that…I have an investment, retail, institutional and tech background. I never would have felt as confident as I did to make those moves and understand the importance of my experience if I didn’t have someone pushing me to leave the nest and being open to supporting me.”
“I had a thirst to do different things, but she encouraged it. She pushed you to know what you’re good at that can give you at least one foot of foundation while you continue to stretch.”
— Ross Znavor, Managing Director, Chief Client Officer for Latin America
We thank you, Barbara, for all that you have taught us. You continue to be an inspiration every day.
I #ChooseToChallenge equity in the workplace. I believe that an equitable workforce is the best value-driver for your business.
It is crucial to champion the elevation of women, in both a personal and professional context, everywhere in the world. I don’t just say this as a husband, a son, a father of two daughters and a brother of two sisters. I say this as a business leader.
This month we celebrated women everywhere in honor of International Women’s Day and Women’s History Month. But it cannot be a day or a month – businesses need to make this a full-time priority. A company that celebrates diversity – differences in backgrounds, experiences and perspectives – will find that it enjoys a more connected workforce, one that solves problems more effectively and delivers better outcomes for its clients and other stakeholders.
We’re on a journey towards gender equality, and we have a lot of work to do. However, there are some bright spots: I am proud to be part of a European Executive Committee that is more than 40% female. I benefit every day as a member of a team made up of so many women – intelligent, capable leaders whose innovation and tenacity drive the Communications strategy of the world’s largest asset manager.
We cannot allow fear of failure to hold us back. The prize is too great, and the duty – not only to our female colleagues but also to our shareholders – is too weighty. We need to run at this – HARD! As Carla Harris, Vice Chairman of Morgan Stanley, told us last week at our Women’s Initiative Network IWD event, “Fear has no place in your success equation.”
Celebrating International Women’s Day at BlackRock
BlackRock’s Women’s & Allies Initiative Network (WIN) engaged thousands of colleagues through a photo challenge that brought to life the theme of International Women’s Day, #ChooseToChallenge.
Employees from around the globe posted pictures and shared what they chose to challenge. For every photo, BlackRock made a donation to the Malala Fund. As a result, BlackRock donated $50,000 to the nonprofit that is helping to break down barriers to education for the 130 million young girls out of school today. Here is what some BlackRock colleagues will do to create an inclusive world.
I #ChooseToChallenge to support women as they build their career while they also make their lives better.
– Ken Takizawa, Managing Director, External Relationship Management, Tokyo
I #ChooseToChallenge by proactively looking for diverse hires.
– Kundan Trehan, Managing Director, Portfolio Management, Gurgaon
I #ChoosetoChallenge working towards a greater inclusive and equitable environment for the next generation.
– Iris Davila, Managing Director, Corporate Governance, Sydney
I #ChooseToChallenge to promote empathy, to raise my voice and to be other women‘s ally.
– Diana Mosco, Associate, Compliance, Mexico City
I support #ChooseToChallenge myself to be the best role model I can be for my daughter and every girl so that they can grow up knowing that their voices will be heard when and where it matters.
– Uchenna Okwu, Vice President, Client Service, Edinburgh
I #ChooseToChallenge myself and all women to support and lift one another up; to take opportunities to be stronger together and to be role models for future generations.
– Allison Callander, Vice President, People Manager, Atlanta
As we prepare for International Women’s Day on March 8, I had the incredible opportunity to engage with three senior BlackRock leaders – all women – on the day’s theme #choosetochallenge. Here are their interesting answers to my questions along with empathy and lessons for us all.
Question #1:
Choose To Challenge is a call to confront bias, discrimination, and stereotyping. How have you chosen to challenge and called out situations in the past? What are you doing to create a better environment and a better future?
“Choose to challenge is first and foremost about the everyday moments. It’s about being present, alert and questioning when something could be better. This can be smaller things like reviewing the proposed speaker line-up for an event. It’s being conscious of whether the panel is diverse – and challenging it if it’s not. The same holds true for meetings: looking at participants and questioning whether others should be added to provide diversity of perspective and thought.”
– Sarah Melvin, Managing Director and Head of BlackRock’s UK Business
“I have been actively challenging bias my entire life. As an Arab woman, there are countless stereotypical expectations that I have continuously confronted over the years – from attending MIT (“Why would you go to MIT? That institution is not for women.”), to a career in investment banking and eventually heading investment banking in the Middle East at Morgan Stanley (“You can’t go into investment management. That industry is for men…and particularly not the Middle East!”), to balancing my rigorous job and raising a family of four boys (“Surely you will resign or take on a part time role now that you have children.”). The way that I have chosen to challenge each of these situations is by fighting them through my actions and demonstrating that I am capable of not only achieving these goals but also excelling at them.”
– May Nasrallah, Non-Executive Chairman and Senior Advisor for the Middle East
“In the data and technology space, I am often in meetings with all men. Once, as we were talking about a conference, a male colleague referenced an ‘extremely thought-provoking’ presentation given by ‘quite a witty girl.’ (Mind you, she is an award-winning data scientist.) I said simply, “You mean quite a witty woman, not girl.” He corrected himself immediately, and we went on with the discussion. He called me afterwards to apologize and explain that he did not mean any insult. I explained to him how referring to a woman as a girl may seem innocent enough but is a micro-aggression that negatively impacts perceptions of women. I also asked him if he would ever refer to a male award-winning data scientist as a ‘boy,’ and he could not fathom it. So, I think we both learned good lessons that day. Mine was to speak up in the moment. And his was that he should never refer to an adult woman as a girl! Ever!”
– Tiffany Perkins-Munn, Managing Director and Head of the Research, Analytics, and Data team for Global Marketing
Question #2:
It’s important to really dig deep into the opportunities side of this topic as well. How have mentors and sponsors at BlackRock helped you identify and pursue opportunities?
… Being in tune to the benefits of receiving, as well as giving sponsorship, mentorship, and followership can prove to enrich opportunities and play a key role in career development and advancement…Sponsorship tends to come from an influential person who sees the potential in an employee and can be an advocate in helping to attain your career goal. Mentorship tends to be more of a trusted adviser who helps with career development and preparing you for reaching career goals. Followership is more self-driven: it is both an active decision in choosing someone to follow and is also a reflection of who you are as a colleague and leader by compelling others to choose to follow you.— Sarah Melvin
I wouldn’t be at BlackRock today had it not been for one marvelous leader and sponsor whom I respect tremendously. We all seek to surround ourselves with people we look up to, respect, and feel enriched by, and I had that in droves throughout my career…I highly encourage any aspiring professional to set up their own network of mentors and work on maintaining and growing it.– May Nasrallah
I read a Harvard Business Review article earlier this year that quite perfectly articulated the way I see mentors and sponsors, ’While a mentor is someone who has knowledge and will share it with you, a sponsor is a person who has power and will use it for you.’ Clearly, it is important to have both…To have mentors across levels is extremely important to stay ahead of emerging trends, to understand what peers are doing, and to get insight into more enterprise-level initiatives. On the other hand, to find a sponsor for your work is more of a personal activity, meaning, senior leaders should be on the lookout for people whom they want to champion. For your part, you must excel in your work. Performance is critical because the sponsor will use their “status chips” on your behalf. And you don’t just need one mentor and sponsor. Stretching your network of mentors and sponsors is crucial to career development.— Tiffany Perkins-Munn
How will you #choosetochallenge?
In honor of Veteran’s Day last month, two of our employee veterans, Andrew Pinheiro and Jack Rouse, tell us about BlackRock’s Veterans & Allies Network and how the group supports veterans, and their families, both inside and outside of BlackRock. — BlackRock has over a dozen different networks for employees that range from gender and ethnic diversity to disability and military status. For example, the Women’s Initiative & Allies Network focuses on fostering the full potential of women at BlackRock and the Ability & Allies Network provides community and advocacy for people with disabilities as well as their family members. For Andrew Pinheiro and Jack Rouse, the Veterans & Allies Network has provided them with a meaningful opportunity to connect with other veterans at the firm and those who are passionate about veteran-related issues. Andrew is a Vice President and research analyst based in New York City in BlackRock’s Fundamental Equities Division, which helps clients accomplish their financial objectives through differentiated equity selection. Prior to joining BlackRock in 2017, Andrew served in the United States Army, where he worked as an Intelligence Officer in the 10th Mountain Infantry Division. Jack is an Associate in BlackRock’s Global Investment Operations Group in Edinburgh, Scotland where he oversees the Exchange Traded Derivatives Clearing teams in Europe, the Middle East & India who manage the operations for BlackRock’s derivatives trading. Before Jack came to BlackRock in 2019, he was an Army Intelligence Officer and served in countries across the Middle East, Africa, Europe and North America. The Veterans & Allies Network, or VET as we call it, includes over 600 employees who are engaged in a broad range of recruitment, mentorship and philanthropic initiatives aimed at supporting veterans and their families. For example, during the height of COVID-19, BlackRock provided a $100,000 donation to the United Service Organizations to further our support for active duty service members. Earlier this year, the VET Network also partnered with BlackRock’s Black Professionals & Allies Network as well as Citi to host a conversation on the topic of racial equity and leadership in the workplace with Lieutenant General (Retired) Vincent Stewart, an accomplished U.S. Marine Corps Officer. The event provided an opportunity for Lt. Gen. Stewart to share about his experience as a Black man in the military while opening up a broader dialogue among veterans in our firm and our industry on the importance of diversity, equity and inclusion. Another way the VET Network delivers on its mission to support activities and programs that assist and honor veterans and their families, is through the VestsForVets initiative which was founded in 2019. This effort encourages employees, and veteran supporters outside of the firm, to purchase vests to wear on November 11 which, in many countries across the globe, is known as Veterans Day, Armistice Day or Remembrance Day. These annual holidays aim to recognize and remember those who’ve served their country. We know that the transition from military to civilian life can be difficult for veterans and their families. Therefore, a portion of the proceeds raised through the VestsForVets initiative go towards American Corporate Partners (ACP), which provides mentorship and training to transitioning service members. Since VestsforVets began, BlackRock employees have raised and donated over $50,000 to ACP, in addition to the firm’s annual corporate financial sponsorship.
One of BlackRock’s guiding principles as a firm is ‘One BlackRock’, the belief that our best solutions result from constant collaboration between diverse teams. Outside of one’s day-to-day responsibilities, our employee networks are a key way that collaboration is cultivated across the firm and around the globe.
Photos courtesy of Andrew Pinheiro (Left) and Jack Rouse (Right).
Photo credit: Jessica Burt (Managing Director, ETF and Index Investments team, New York City) – wearing a vest with her family in honor of her dad who served in the army.
Photo credit: Aaron Taylor (Associate, Global Trading team, New York City) – former helicopter pilot and combat medic with the US Army.
Photo credit: Tara Baquero (Director, BlackRock Platform Innovation, Atlanta) – wearing a vest in honor of her father who served as a Marine.
Photo credit: Gary Shedlin (Senior Managing Director, Chief Financial Officer, New York City) – wearing a vest to show support as executive sponsor of the VET Network at BlackRock.
Photo credit: Judy Lipton (Director, Legal & Compliance team, New York City) – wearing a vest to show support for colleagues and the VET Network.
For Andrew, VestsForVets is an incredibly important initiative because American Corporate Partners was integral to his own transition out of the military and into the firm. Part of ACP’s support for veterans includes a mentorship program which introduces veterans to mentors and advisors in their desired field.
While Andrew was going through this mentorship program himself in 2017, he connected with a senior leader at BlackRock who shared about her experiences at the firm. As is often the case at BlackRock, she was incredibly supportive of his career ambitions and ended up connecting Andrew with a portfolio manager on the team who, a few months later, invited him to interview for a summer internship which later lead to a full-time job offer. Andrew’s story is just one example of how BlackRock’s veteran recruiting initiatives have helped to transform the careers of people who have served their country.
…the transition from military to civilian life isn’t always easy. Many veterans struggle with translating their military experience into a private-sector job.
But as we said before, the transition from military to civilian life isn’t always easy. Many veterans struggle with translating their military experience into a private-sector job. Another hurdle can be aligning one’s departure from the military with the start date for a job. This is something Jack understands firsthand. He initially declined BlackRock’s offer for an internship because the timing didn’t line up with when he was scheduled to leave the army. Fortunately, our team was able work with Jack to navigate the timing and ended up pushing back the start date for his position by a few months until his service in the army was complete. After eight years of leading military operations, Jack was able to successfully make the switch into the corporate sector, and we’re proud that he chose to join us.
Jack’s story is a testament to the fact that we value diverse backgrounds and skillsets, even if this wasn’t perfectly evident to Jack himself at the start. “If I’m honest, when I met the team on day one, I didn’t really have a strong foundation in derivatives and I felt like I might have jumped in over my head, but what I did know well were operations, processes and people. It took me a while to build my knowledge of the financial concepts we work with but I was still able to add value to my team relatively quickly by helping them refocus their efforts and deprioritize activities that weren’t adding value,” Jack shared.
“Coming from the military, I was used to working as a close-knit team, so I approached my role at BlackRock in the same way and helped bring my team closer together.” – Jack Rouse
Another area of professional life that many veterans struggle with is how to build a sense of community – a key aspect of military culture that many service members value – once they’re in the workplace. Jack added, “coming from the military, I was used to working as a close-knit team, so I approached my role at BlackRock in the same way and helped bring my team closer together.” This is another way that Jack was able to leverage his background and experience in the military to add value at BlackRock from day one. Beyond their day jobs, both Andrew and Jack have become active members of the Veterans & Allies Network since joining the firm which has helped them maintain that sense of comradery while expanding their networks across the company.
At BlackRock, we take ownership of our work and are committed to helping our clients create sound financial futures for themselves and their families. We operate our business with purpose and encourage our colleagues to explore how they can use their own passions and strengths to help BlackRock achieve its ambitions of helping more and more people experience financial well-being. Military assignments are also quite “mission-oriented” in that personnel are expected to carry out their duties until the mission is achieved. This creates a culture that’s deeply rooted in honor and commitment – one that aligns well with our culture here at BlackRock.
“I had worries before I joined that I might not have the same sense of purpose as I did in the military but the quality of the people I work with, the high-performance culture and our role as a fiduciary to our clients means there’s clear purpose to the work I do every day,” Jack explained.
While Jack and Andrew’s journeys to BlackRock may have differed, their experiences are united by a clear recognition of the expertise that veterans can bring to our firm and to the fintech industry more broadly. Furthermore, they’ve both found that being a part of the VET Network has allowed them to give back to their fellow veterans and support the causes they’re passionate about.
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At BlackRock, People Managers play a critical role in bringing our culture to life and driving performance, engagement and belonging among employees. As we transitioned to a new, virtual environment with over 16,000 employees working remotely, it was imperative that our managers felt capable to lead in this moment. Here, three members of our Human Capital Committee share advice on how to successfully manage teams in a remote setting.
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At BlackRock, we believe that our culture has always been critical to our success. At the onset of the COVID-19 pandemic, as we realized we were about to embark on an extended period of instability and physical dispersion, we outlined a series of steps to not only protect, but also enrich our culture. One of these steps was to ensure two-way dialogue and team cohesion, with a particular emphasis on making sure our people managers were informed and empowered to lead, so their team members could feel connected and productive while working from home.
To turn this from an aspiration into a reality, we enlisted the help of our Human Capital Committee (HCC) – our top “culture carriers,” as we like to call them. Comprised of nearly 40 senior leaders from around the globe, the HCC partners closely with our Human Resources team to help shape and drive our talent, diversity and culture priorities across the firm.
Starting in March, we kicked off a series of People Manager Enablement sessions, led by HCC members and external experts. This series was designed to help managers become better leaders by sharing tips and resources for managing virtually.
In this article, a few of our HCC members – Joe DeVico, Karina Saade and Martin Syms – share six strategies for how to successfully manage teams in a prolonged virtual environment based on their experience leading teams at BlackRock.
Joe DeVico is a Managing Director and Head of the National Wealth Manager Business for the US Wealth Advisory Group. He is based in Princeton, New Jersey.
Karina Saade is a Managing Director and the Chief Operating Officer for Latin America. She is based in São Paulo, Brazil.
Martin Syms is a Managing Director and Head Aladdin Product Group Alternatives and Cash Engineering. He is based in London, England.
1. One on one conversations are #1
According to our 2019 Employee Opinion Survey, employees who have weekly 1:1 meetings with their managers are 17% more engaged, 23% more enabled in their role, 25% more satisfied working at BlackRock and two times more likely to report that they receive timely and actionable feedback.
While we typically pride ourselves on having a casual workplace culture, we can all agree that the increased virtual work environment is less conducive to impromptu check-ins and spontaneous collaboration. Given this, we’ve continued to focus on encouraging our managers to have frequent, consistent and high quality 1:1s with their direct reports.
“I’ve been having more 1:1s,” says Joe. Given this is a new environment for all of us, “people need more feedback. Especially given that we don’t have the [in person] body language to work off of, it’s also important to remain present during these conversations and not multitask,” Joe added.
While 1:1s help employees make progress on their work, they’re also an important way for managers to demonstrate that they care about their team members as human beings, not just as employees. “With each team member, I separate my work check-ins and personal check-ins throughout the week,” says Karina.
Martin agrees, adding, “think about the timing and the context. Try to break up your conversations into different topics like current workload, career growth conversations and more informal ‘coffee catch-ups’ to discuss life outside of work.” Instead of one 30-minute check-in each week, this might mean two 15-minute check-ins or three 10-minute check-ins every week – preserving the total amount of time managers and direct reports are meeting, but spreading out the interactions into shorter, more targeted conversations. “I’ve found that more frequent feedback also lowers stress levels,” adds Karina.
Karina participating in a virtual meeting along with her two children
2. Rethink performance objectives
No one could have predicted the way that 2020 has panned out. For many of us, the priorities and objectives we outlined at the start of the year have been completely turned on their heads given the environment in which we’re operating. Acknowledging this, it’s important for managers to revisit, reset and realign on performance objectives and expectations with their teams, and have constructive, honest conversations about priorities, workload and work/life balance.
“The world has changed since we each outlined our objectives,” remarks Joe. “I’d encourage managers to double down on performance reviews and consider spending more time than usual preparing for these conversations.” He suggests assessing team and individual objectives into the following categories:
• What can we still get done?
• What can we still do but might require us to change the path we take in order to do it?
• What can we no longer do, and what no longer makes sense to do in this environment?
“It’s important to have reasonable expectations,” Karina emphasizes. As managers work with their teams to restructure priorities and projects, it’s important to make sure they’re keeping an eye out for red flags that might signal employees are feeling disconnected or disengaged. “Managing performance issues is always hard, and it’s even more difficult in these times,” says Joe. He also advises that, “managers need to distinguish between performance issues and engagement issues.”
Performance should be handled as “normal course of business” – have a conversation to reset the expectations and shared agreements on what success looks like and the paths to get there. But when it comes to engagement, managers should handle this with great care and empathy to make sure their direct reports have the resources and support they need to succeed both personally and professionally. That said, it’s also important to remember that not everything is binary. Engagement and performance often go hand in hand.
3. Mix up your meetings
Just as managers should help team members revisit and realign on their objectives, they should also reconsider the cadence and structure of other standing meetings with their teams to ensure they’re still relevant and effective in the current environment.
Martin says, “in the Aladdin Product Group, we upped the frequency of team meetings but shortened them.” This way the team gets more bite-sized opportunities to connect and engage with their colleagues. “We also shifted our Town Hall meetings to be structured in a more rapid-fire style – more speakers, 5 minutes or less of content for each – and this led to higher engagement,” Martin added.
Also, be mindful of the different “phases” of remote working; what got people through the first few weeks and months is likely different from what people need today. If you implemented daily team check-ins in the spring but have seen a dip in attendance or engagement, consider adjusting the frequency or surveying your team to get a sense of what they’d find most helpful today.
Martin working from home with his dog
4. One size doesn’t fit all
While the COVID-19 pandemic has impacted each of us in some way, how it’s impacted each person varies considerably. Joe shared, “this is super personal for most people, and everyone’s having a very different experience inside and outside of work right now. As people managers, we need to recognize one size doesn’t fit all and tailor our response for employees.”
Many of us grew up learning the adage “treat others how you want to be treated” as a lesson about being kind and compassionate. While that sounds like a reasonable rule of thumb, when you break it down it’s actually not the optimal approach. We should strive to treat others as they want to be treated, also known as the “Platinum Rule,” which is more inclusive and takes into account that what works for one person (or what works for you) might not work for everyone.
Martin echoes that sentiment, adding, “listening is as important, if not more important than sharing advice. Let employees do the talking, set the context and ask questions.” That might sound pretty simple, but don’t be fooled – active listening is a skill that takes practice and effort to develop.
5. Ramp up recognition
Recognition can be a key source of motivation for many employees but unfortunately, notes Martin, “recognition has become a bit lost.” In the current remote environment, given the increased volume of emails, IMs and the like, it’s easy for praise to start to fall to the wayside.
However, finding meaningful ways to acknowledge your team’s work and celebrating learning, progress and key milestones is part of your responsibility of being a good people manager. When thinking about how to recognize your team, it’s important to remember that the way in which each person enjoys being recognized can differ. For example, one person might appreciate a public gesture of gratitude like a shout-out in a department-wide meeting or an opportunity to present their work in a large forum, whereas another member of your team might prefer a personal note or phone call from a senior leader. This is another example of a situation where the Platinum Rule comes into play – know your people and know how they want to be treated and recognized.
“In the team setting, you need to be thoughtful and deliberate about giving those shout-outs. It’s one of the few ways you can guarantee that recognition is going to come through and get noticed,” Martin says. Joe agreed, adding, “people want to feel valued in normal times, and a lot more in these abnormal times.” He also recommends that managers help their team members connect their individual objectives with the firm’s mission and purpose to help reinforce the value and impact of each person’s work. In 2019, BlackRock introduced something called a “purpose tool,” to help employees do just that – identify their strengths and passions, both inside and outside of work, and connect them to their roles at BlackRock, with the overall goal of helping employees enhance their experience at work.
Joe working from home with his two children
6. Lead with empathy
Empathy is key – always. And because no two people are experiencing the pandemic in the exact same way, managers should do their best to understand what their individual team members are dealing with and how they’re feeling. “Listen more than you talk,” reiterates Martin. However, you can’t force it. If someone doesn’t feel comfortable speaking with you (their manager) about a particular topic, that’s okay too. In that case, he notes, “share relevant resources that you think could help if an employee is struggling and in need of support.” For instance, at BlackRock we have an Employee Assistance Program which offers our employees and their family members free, confidential counseling as well as emotional well-being resources for all types of situations.
Additionally, consider the various communication channels that are available to set the tone from the top of the organization in a way that intentionally demonstrates empathy. For example, Manish Mehta, BlackRock’s Global Head of Human Resources, has periodically sent out function-wide emails to thank people for their work, acknowledging the stress the current environment has created for everyone and reminding employees to be there for each other and look out for their own well-being. No matter the medium, taking the time to show compassion is always important.
Creating designated time during team check-ins for people to share how they’re doing or to reflect on an ice-breaker question helps people stay connected while continuing to build trust and relationships virtually. In doing this, both managers and their teams can get a better understanding of what different colleagues are experiencing and, in turn, make people feel heard and seen at work.
To close things out, there’s no playbook for how to manage virtual teams during a global pandemic, and no crystal ball to predict what the coming months will look like. However, as with all things in life I’ve tried to approach the current environment with a glass half-full attitude. The pandemic has reinforced so many things I’m grateful for (never again will I take for granted time spent in person with my team!) and challenged me to think about how we sustain our culture, maintain connectivity and keep people motivated in an unprecedented, virtual environment. But at the end of the day, whether working from the office or your kitchen table, what it all comes down to are the basics: know your team, check in often, express gratitude, and show compassion.
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Marko Brkic, as Analyst on the Employer Brand team based in Belgrade, Serbia, shares his experience at BlackRock after joining the company through the firm’s acquisition of eFront in 2019.
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Tell us a bit about your role on the Employer Brand team and what you were doing at eFront before it was acquired by BlackRock.
My journey to BlackRock started almost three years ago when I joined eFront while I was studying Human Resources at the University of Novi Sad. At the time, one of my main responsibilities was to build the “cultural aspect” of our company’s brand – better known as the Employer Brand – from the ground up. In addition to that, I was a member of eFront’s Talent Acquisition team, recruiting for technology, client support and financial roles.
In case you haven’t heard of eFront, it’s the leading software solution for managing alternative investments, with over 20 years of experience powering the investment lifecycle for alternative investors. With the continued success of our company and the consistent focus on our people, eFront quickly became a very attractive place for people to work. In 2019, eFront was noticed and eventually acquired by BlackRock. Since then, eFront’s products have been integrated with Aladdin which enabled a whole portfolio approach and accelerated BlackRock’s vision to make alternatives less alternative.
After the acquisition was finalized, I became a part of BlackRock’s Employer Brand team. My current role is quite similar to the role I had at eFront, but on a much bigger scale.
What’s it like to work at the BlackRock office in Belgrade?
Working in the city center, on the main Knez Mihailova street in Belgrade, definitely has its perks. Kalemegdan fortress is a 5-minute walk from our office so your options during lunch breaks are endless. However, what makes our office special is not only the location, it’s our people.
You might be surprised to hear that we have more than 500 employees in our Belgrade office working across many departments. For example, we have experts from Technology, Client Support, Accounting and Risk Management but also teams of people who work in Investments, Legal, Finance, Marketing, Sales, HR and more.
What I like the most about having that many different teams in one location is that it allows us to easily create cross-functional project teams. Having a diverse and knowledgeable group of colleagues in our office helps drive innovation and leads to remarkable results for our business. It’s also been a great learning experience for me to be able to spend time getting to know what other teams at the company are focused on.
In addition to that, our culture is very inclusive, friendly and easy-going. Oftentimes, my colleagues and I go off for lunch together, buy birthday or Christmas presents for each other, or hang out outside of work. Simply said, we like to get to know the people we’re working with, which in my opinion, makes working together fun.
What comes to mind when you think about the working environment at BlackRock overall? What makes it unique?
The first thing that comes to my mind when I think about the working environment at BlackRock is how much you can learn. On a daily basis, I’m working with colleagues in different time zones and different parts of the world which reminds me how global BlackRock really is. Being in an international work setting surrounds you with an astonishing number of perspectives and ideas. I’ve also had a chance to take advantage of a number of online learning opportunities that BlackRock offers. For example, the BlackRock Academies which help employees build new skills to grow and develop in their careers. The Academies offer courses focused on client relationships, technology, investments, leadership and more.
Some of the training opportunities that are offered through the BlackRock Academies
One of the best things about learning and development at BlackRock is that beyond the responsibilities of your day job, what you learn is really up to you! You can choose if you would like to attend a workshop to build your virtual communications skills or join a training on effective time management. It’s up to you if you’d prefer to take an intro to Python course or learn the fundamentals of cloud computing. Whatever you’re interested in, BlackRock provides you with endless ways to learn and grow as an individual and as a professional.
What do you enjoy or appreciate most about BlackRock’s culture?
I really appreciate that working at BlackRock allows me to get involved in my community and make a positive, long-term impact on people’s lives. The dedication BlackRock has to sustainability and to giving back to society is almost unheard of in this region. Being a part of two employee networks at the firm has helped me see how things work first-hand.
As a member of the Belgrade Social Impact team, I can tell you that the aim of this team is to put a smile on as many children’s faces in Serbia as possible. We collaborate with non-profit organizations that are mainly focused on helping children without parental care and children in need. Through philanthropic and volunteer events, we’re able to give children across the country an opportunity to live a better, safer and more prosperous life.
Members of the Belgrade Social Impact team participating in an office-wide clothing drive in 2019 to collect and donate used clothing to children in need.
The other employee network I’m a part of is the Belgrade Green Team Network which focuses on a variety of different projects that help to protect and preserve our planet. Since joining the Green Team, I’ve helped organize tree planting events and recycling initiatives. We also spend time educating and encouraging our colleagues in the Belgrade office to act more sustainably in their own lives by doing things like reducing their energy usage or cutting down on their use of plastic which when you add it up, can make a difference!
For each volunteering event, if there are 10 or more employees volunteering, BlackRock will donate $30 (USD) per person, per hour to the non-profit organization that we are partnering with which is a great way to increase our impact in the community.
Tree planting event in 2019 at Zvončica a kindergarten school in Belgrade, Serbia.
These are just two of the many employee-led networks and initiatives that exist at BlackRock and showcase how our employees have an opportunity to make an impact when it comes to helping the environment and people in our communities.
What’s something you were worried about when moving from a smaller company to a larger, global organization?
My concern when transitioning to BlackRock after eFront was acquired was if I would be able to make an impact within a much larger company. Going from a place with 900 employees to one with over 16,000, made me wonder if my own voice and opinions, and those of my colleagues in Belgrade, would be valued in the same way that they were before. However, our office was (and continues to be) seen as a place filled with extraordinarily talented individuals. Throughout the acquisition and integration process, our thoughts, suggestions and concerns have been heard. BlackRock was also open to adapting its own work style to implement aspects of eFront’s culture that benefitted both organizations.
On a personal note, I’ve grown immensely over the last year. Joining BlackRock’s Employer Brand team and working alongside experts in my field has been a dream come true. My team pushes me to dig deeper and find solutions by using critical thinking and a strategic approach. From the moment I joined the team, I was given an opportunity to lead projects and my ideas and suggestions have been valued as if I’ve been a part of the team for ages.
Meet my colleagues! Here’s a snapshot from our Employer Brand team’s weekly meeting with the Diversity Recruiting team.
What’s the best benefit or perk you have as an employee at BlackRock?
Different companies offer different benefits. Some offer health insurance and retirement savings plans, others provide gym discounts for employees. And while we have all those benefits here at BlackRock in Belgrade, what shocked me the most was the fact that we have an unlimited number of paid days off each year. Yes, unlimited.
It’s called Flexible Time Off or FTO, and while all employees in Belgrade have 25 paid days off according to Serbian law (regardless of their seniority), we also have access to FTO which allows you to take as many days off as you need to relax and recharge while still getting paid your full salary. Of course, you must have approval from your manager and do your part to deliver on projects and timelines, but still, I don’t know many companies that provide this type of flexibility to their employees.
How has COVID-19 impacted your experience? Has it changed the way you work?
Since March, more than 90% of employees have been working remotely from home. This has definitely changed the way we work together since everything has been taking place virtually, but I still feel connected to my team in New York and colleagues here in Belgrade.
Throughout the pandemic, there have been additional communications from senior leaders so our employees would stay up to date on important health information and feel supported during this challenging time.
Starting in April, all employees were given a free subscription to the Calm app which provides resources to help manage stress and anxiety which seems to be more important than ever with the pandemic. This summer, BlackRock also hosted its 2nd annual Virgin Plus Global Challenge as a way to motivate employees to stay healthy and active even while quarantining. The challenge includes an app where you can track your daily steps and workouts and see how your team is doing in comparison to other teams around the globe which, in my opinion, adds to the competitive spirit and makes it more fun!
Even though the situation with the pandemic has been changing throughout the year, BlackRock’s approach to continuing to ensure that all of us stay safe and healthy has stayed the same. Most of us will likely continue to work from home either part-time or full-time into 2021, and I believe that BlackRock will continue to evolve and find new ways to support its people as the pandemic and work environment changes as well.
What’s one thing you want people to know if they are considering a job at BlackRock in Belgrade?
As this roller-coaster of a year is slowly coming to an end, we can all agree that it has been proof of how uncertain life can be. It has allowed us to focus more on caring for our families, our friends and ourselves than we did before. It has been a year where, for many, job security and career paths have come into question. It has also been a year where companies have had a chance to show how invested in their people they are.
I’m grateful of the fact that my company has had my back through it all. Over this past year at BlackRock, I have always felt safe, supported and heard. I have been encouraged to focus on myself and my family when I needed to. I’ve been given opportunities to learn, grow and build my skills, all while working virtually, and I’m proud that BlackRock continues to look beyond its own walls and help those in need.
In my view, BlackRock coming to my country has been nothing but positive. And while it’s had a vast impact on me personally, I think it will have an even bigger one on my surrounding community in Serbia.
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Continuous change and improvement are the norm at BlackRock, and COVID-19 has amplified our culture of innovation tenfold. It has forced us to rethink how we engage with our candidates and with each other. But we haven’t stopped there. Below are insights from six women who are rethinking the future of work at our organization and beyond.
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In the future, we will lead with empathy
The shift to remote work has come with a blending of our professional and personal lives. It has forced us to bring a greater spectrum of ourselves to work and to let our colleagues into areas of our lives that we historically may not have. In a recent town hall meeting with the entire company, Rachel Lord, Head of Europe, Middle East and Africa at BlackRock, talked about her challenges parenting two teenage daughters, managing chores around the house, taking care of her dogs and navigating her job. This is just one example of how our leaders have role modeled what it means to be open and vulnerable as this merging of work and life reaches new levels.
Photo credit: Toretha McGuire (Managing Director, Talent Acquisition, New York)
While sharing more about our lives outside of work was driven out of necessity, it is having a profound effect. We have been getting to know our colleagues and our candidates on a more personal level which has helped many of us develop greater compassion for each other. “This situation has actually helped humanize us and relate to each other better,” shared Kelsey Rogut, Associate, Talent Management in BlackRock’s Atlanta office. She added, “while the pandemic has been completely devastating, I think all of us will have been forever changed in some way. Personally, I now feel more connected to the people I work with even though we haven’t been physically located in the same place for months. My hope is that we all continue leading with empathy and kindness.”
By establishing these more intimate connections the prioritization of home life has become less taboo. And ultimately, it has put a spotlight on some important leadership qualities that are not always highlighted in the business world by illustrating that empathy, transparency and compassion are qualities that not only generate trust but also drive performance.
“Up until now, we always thought we were not prepared to work in a fully virtual environment. We thought working remotely would have an impact on connectivity or productivity but look how well we’re doing,” said Neerja Nath, Vice President, Lateral Recruiting in our Gurgaon office. Of course, technology and infrastructure play a role, but a big piece of what’s worked well is the way our leaders have reached out to employees and candidates to keep communication going. She added, “there has been a lot of trust in how our leaders are managing the firm during this unprecedented time.”
As we continue to connect with candidates, we are doing so with empathy. Rachael Galaszewski, Vice President, Talent Acquisition Operations in BlackRock’s Wilmington office, described that, “this new virtual environment has led to more authenticity in our conversations with candidates. The first thing people do when they connect is ask ‘How are you? Are you safe? How’s your family?’ I know my team has appreciated this more human element. It’s uplifting, especially for those who have been self-isolating during this time.” By asking how candidates and colleagues are feeling, we’ve been able to demonstrate aspects of BlackRock’s culture like compassion and curiosity even though in-person touchpoints have come to a pause.
Photo credit: Brooke Coby (Director, Talent Acquisition, New York City)
As a firm, we’ve had a real re-focus on making the experience feel more human and personalized for our candidates. The recruiting function, not just at BlackRock but everywhere, has become more operationally focused. Brooke Coby, Director, Talent Acquisition in BlackRock’s New York City office shared, “the advances in artificial intelligence and other tech solutions are incredibly exciting for those of us doing the hiring but we know that what candidates want, is to hear from the actual people at the companies they’re interested in working for…and, at BlackRock, we often say that ‘without our people, technology is irrelevant.’”
This belief applies to all our business areas. Good recruiters impact candidates’ experiences, the process affects their perceptions of the firm and how they’re treated matters.
We will put people first
Concerns for the health and safety of our employees and candidates are leading us to make decisions that put people’s well-being first. This has become a filter for all our processes, programs and decisions during the coronavirus pandemic. It started by enabling more than 95% of our workforce to work from home and shifting interviews from in-person to virtual. It led us to decide not to make any COVID-19 related layoffs this year and to honor our commitment to summer interns and full-time graduate analysts to whom we had extended offers. It spurred us to re-think the onboarding experience for employees who are joining the firm in an entirely remote setting. And it pushed us to survey our colleagues more frequently so we can learn how they’re doing, what they need, and then act on their feedback.
This behavior of putting people first is not shortsighted, it’s being absorbed into the culture of our organization. For example, Kelsey, who creates professional development content for BlackRock noted, “I’ve been pleasantly surprised at how understanding and engaged managers have been with their teams during this time. Many leaders have come to our team for help because they’re worried that they won’t do right by their employees.” Specifically, we’ve noticed an increase in requests for learning & development content from managers so they can make sure the people on their teams are supported in the ways they need most, and we’ve observed hiring managers get more involved in the onboarding process since they haven’t been able to greet their new hires and welcome them in person.
We’ve seen that technology can enable flexible work environments and help people feel supported in a remote workplace. One way this has presented itself is in the amount of control we have over our day, whether that means taking a call while walking outside, prioritizing childcare at a certain time of the day or making time to buy groceries for ourselves or our neighbors, we have more freedom to manage our time. Brooke confirmed this in her own experience sharing, “I have felt that people are more understanding. Do what you need to do for yourself. Manage your own calendar. Tell people what’s going on. Don’t hide your personal life.”
As leaders, managers and organizations, we will need to continue to demonstrate the ability to prioritize both personal and professional lives. And it gives all of us a moment to reflect on the role we want work to play in our lives, to be clear about our needs and to ask our employer (or future employer) to support us.
We will seek out more voices and minds
As a global company, we’ve always collaborated across teams and time zones by building virtual relationships with colleagues in different offices but when conversations with our local colleagues became remote, it meant there was less of a distinction between relationships with colleagues we typically see in person and colleagues in other geographies. “Last year, I spent 3 months on the road and I truly believe the in-person presence is something that can’t be replaced. But what I’ve learned, is that by keeping a steady connection point with the people I work with across the world, I’m able to achieve just as strong of a partnership,” shared Noreen McEnaney, Director, Talent Acquisition in BlackRock’s New York City office.
Photo credit: Victoria Didilica (Associate, Campus Recruiting, London)
New challenges are amplifying our natural inclination to collaborate across teams, to crowdsource ideas and to share tips. “With the need to shift our campus recruiting events and programs to be delivered virtually, we were suddenly in a situation where there were a lot of new activities going on,” noted Victoria Didilica, Associate, Campus Recruiting in our London office. “But we weren’t afraid to ask for help—help from lateral recruiting, from the wider HR team, from the tech team and others. And at BlackRock, everyone is always willing to help,” she said. As we grow as a firm, we will continue to build input sessions into our projects and processes so we can benefit from the collective brainpower of our peers.
With more of our interactions moving into virtual formats we will also find new opportunities to engage potential employees with varying perspectives spanning academic majors, socio-economic backgrounds, gender, ethnicity, ability, veteran status, and other seen and unseen diversities. Candidates can also take advantage of this inclusive mindset by reaching out to people at organizations they’re interested in and having conversations with companies they might not have considered in the past.
Conclusion
The future of work will be one where leaders drive performance through empathy, where people stay at the forefront of our minds and where collaboration across diverse teams is key to our work.
For people looking for a new opportunity, this presents a chance to think about potential employers through a wider lens. Do your research on how committed each company’s leadership is to flexibility, benefits and learning & development. Dig into each company’s culture, learn how they’ve reacted to challenges in the past and ensure their values align with your own. And explore the long-term sustainability of the organizations you’re considering to ensure they are set up for future success.
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WHO WE ARE
BlackRock helps investors build better financial futures. As a fiduciary to investors and a leading provider of financial technology, our clients turn to us for the solutions they need when planning for their most important goals.
Source: BlackRock. Based on $6.52 trillion in AUM as of 03/31/19