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Ola Snow, chief human resources officer at Cardinal Health, brings more than 20 years of life experience to provide a glimpse into the company’s commitment to creating an inclusive and supportive work environment. Learn how Cardinal Health prioritizes the well-being of its diverse workforce, including tailored mental health programs and effective listening strategies for all employees, from veterans to seniors.
Whether you’re a seasoned professional or just starting out, Snow’s insights on mentoring, employee engagement, and embracing company culture can provide valuable lessons for personal and professional growth.
Cardinal Health has been recognized for its commitment to employee well-being and has been named to Fortune magazine’s “100 Best Companies to Work for Women” and Forbes as one of “America’s Best Large Employers.” Named among the “100 Best Companies for Working Moms” by Working Mother—adapting its mental, physical and emotional wellness programs to meet the diverse needs of employees, including seniors, veterans and other subgroups? Additionally, how do these measures align with broader organizational goals, and what progress is Cardinal Health making towards achieving its well-being goals?
At Cardinal Health, we think with curiosity about the diverse needs of our 48,000 employees around the world. There is no one-size-fits-all strategy, given that our employees span four to five generations, have a variety of life experiences and diverse backgrounds. One of our company’s core values is inclusion, so we work relentlessly to maintain a culture where everyone can thrive and feel empowered.
That’s why my team and I developed a comprehensive listening strategy to understand where our employees are on their life and work journeys. Utilizing a variety of listening methods such as surveys, focus groups, department-wide fireside chats with leaders and more, we gain a deep understanding of our employees’ needs and address the issues that matter most to them, while keeping the needs of our customers and business in mind.
One example of our multi-faceted approach to meeting the diverse needs of our employees is mental health. Through our listening strategy, we found that mental health challenges are a highly valued issue across all generations and backgrounds, but how they want their employers to be involved in providing mental health resources varies. In addition to providing a variety of resources, including but not limited to our Employee Assistance Program (EAP) and Mental Health First Aid training, we work tirelessly to destigmatize conversations about mental health in the workplace so that any employee, regardless of background , can feel relaxed and devote themselves to work.
Openly addressing employee mental health is core to our culture and one of our organizational priorities. As a result, we continue to develop global initiatives across the company aimed at reducing stigma and increasing access to mental health resources for all employees. We also reach beyond our organization, working with leaders across sectors in the private and public sectors to discuss the prevalence of the mental health crisis in our communities. We believe in taking collective action to help our employees, their families and those in our communities live happier, healthier and more productive lives.
This is just one example of how we embed employee well-being into our company DNA and prioritize it.
Looking back on your career, which educational influence was most important in your development as a leader??
I was lucky enough to grow up with a strong family education. My mom was a professor at a local junior college in South Carolina in the 60’s and 70’s. During this period, many underrepresented young people were denied the opportunity to pursue higher education, and the opportunities they did receive were often through two-year colleges and universities. As a result, I often hear stories about my mother’s students, and the stories that many underprivileged people face in their daily lives, whether they are struggles or triumphs. My mom was passionate about her work and believed that everyone, regardless of background, deserved access to a higher level of education. Exposure to this as a child fundamentally allowed me to not only appreciate the opportunity and value of education, but to begin to model what inclusion and equality looked like.
Growing up in this environment and being exposed to the education system really facilitated my growth as a leader. I was able to build on the values I learned from my parents, which is why I show passion for the work I do as a leader – making everyone feel they belong, are included, and can Flourish.
You now manage over 48,000 employees. What leadership experience helped you reach the top position in your company?
I’m lucky that over the past 22 years I’ve been able to grow and gain valuable experience in an organization that supports many types of businesses. When thinking about how I got to this level in the organization, I believe it is not only due to technical expertise, but also emotional intelligence and the ability to build trust in the business. I think there are two experiences that have helped me become a steward of our business, our employees, and our customers.
The first time was when I was a senior vice president and my team went on a 30-day acquisition management trip to Asia. Not only was I able to welcome some new global employees to our organization, but this was a key moment in my career in communicating the value of HR in business decisions, especially those that are highly transformative. As a member of the HR department, working on this project was one of the pinnacle moments of my growth.
One of the second experiences that had the most profound impact on how I behave as a leader today was being vulnerable in the workplace. A few years ago, both of my children identified as members of the LGBTQIA+ community. While I was – and still am – very proud of my children, I had reservations about how talking about their identities would be perceived in the workplace. I decided to proactively reveal that I was a mom of two LGBTQIA+ children and openly discuss my experiences in the workplace, and to my surprise, this was well received. I received hundreds of messages from colleagues discussing how my vulnerability made our work environment safer to talk about and open up about our collective human experience. This moment set me on a path to champion vulnerability and create a workplace where everyone can be their authentic selves and thrive.
How have you watched board culture evolve over time, and how does that evolution impact HR strategy and decision-making?
As a senior leader, your relationship with your board and board committee chairs is one of the most important and valuable relationships to cultivate. In the current business environment, the role of the board of directors is to understand the threats occurring in the industry and the world and to help guide your company in mitigating that risk. The turmoil of the past few years—the pandemic, social justice movements, global workforce changes and risks, and more—has highlighted HR’s critical role in mitigating risk, protecting the organization, and creating value for business success. It also demonstrates the business case for maintaining a company culture where employees want to work. In the past few years, the labor market has been volatile, and human capital strategies have become the focus of attention. Boards of directors are now understanding the value that company culture plays in attracting, developing and retaining talent.
I believe transparency is key to building an effective relationship with the board, and I truly view my role in the organization and how I present to the board as the intersection of business needs and human capital strategy. HR has a profound impact on business decisions and will continue to deliver business value well into the future.
Looking back on your experience, what advice would you give to young professionals as they plan their careers and strive for personal and professional growth?
As a young professional, there are steps you can take to not only advance your career, but also your personal growth. First and foremost, I think it’s critical at any stage of your career and life to surround yourself with great coaches, mentors, and sponsors, but also surround yourself with people who speak your truth . Look for people who won’t take away the truth when the need arises, especially when your career is advancing. There will be plenty of opportunities for growth throughout your career, and having these people provide you with critical feedback to push you forward is critical to your success. To this day, I remain extremely grateful to the truth-telling people in my life – both personally and professionally – I am where I am today in large part because of them.
I would be remiss if I didn’t mention that those early in their careers should be willing to embrace their employer’s culture. We consistently find that employees who are engaged in their company culture not only perform well, but are overall more satisfied with their work situations. So, discover opportunities to get involved, whether it’s an ERG or a volunteer opportunity, to advance your career, such as taking on stretch assignments or putting your hand up for a new experience, and find those meaningful moments to spend with your team, collaborating.
Orla Snow |
This profile appears in the April 2024 issue of HR Digest.
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