By Emma Lifvergren
The last few months have culminated in watershed moments for companies across the world, and many in our own backyard. Amid a global pandemic that shuttered offices and sent employees home to Zoom from their couches, mounting racial tensions came to a head in June and have since forced a reckoning among leadership teams everywhere. As businesses continue to navigate the choppy waters of handling a remote workforce and diversifying their staff, we chatted with Rue Gilt Groupe’s Chief People Officer, Nicole Zussman, to get her insight into Diversity, Equity, and Inclusion (DEI), how the company has handled working through the pandemic, and how she came to have a seat at the corporate table.
Rue Gilt Groupe: Tell us a little bit about your road to Rue Gilt Groupe. You’ve had a really interesting career!
Nicole Zussman: It’s hard to believe that I have spent 25 years in Human Resources! I really worked my way up starting as a benefits analyst out of grad school and doing rotations in the different HR functions at various companies, all of which were strong consumer-facing brands. I think it’s really important to work for a company where you feel personally connected to and passionate about the mission. That’s not to say that I was passionate about wrestling when I was at WWE [World Wrestling Entertainment], but I loved the idea of storytelling and selling a product that millions of people watched. I joined RGG three years ago because I wanted to be at a mid-size, people-first, digital-only growth company, RGG not only checked all those boxes but it has also exceeded my expectations in terms of our growth and how we’ve evolved the company in a few short years.
RGG: You are one of two women with an executive title at RGG. Many women lead the Human Resources department in companies across the U.S. but not all have “a seat at the table.” What does being a woman in a C-suite position mean to you?
NZ: Human Resources was historically a “back office” function, but in our current environment, people and culture are two of the most – if not the most – important factors in a company’s ability to succeed. RGG recognizes this and that is the reason I have a “seat at the table” as the Chief People Officer. On a personal note – I have always been career-focused, and to now be at a company where I have a voice on all business and strategy issues (not just people issues) is so rewarding and makes me very proud.
RGG: How has RGG had to pivot and adapt to life and work during the pandemic?
NZ: Like most companies, we went to [a work-from-home model] in a matter of 48 hours. Luckily, we were already a flexible work environment so had the technology and processes for our associates to work from wherever they were located. That being said, our offices are an open-space environment and many of our best ideas come from our informal and organic meetings. During this pandemic time, we are always trying to provide opportunities in which our associates can cross-functionally collaborate on business issues as well as keep our culture alive with virtual social events and activities.
RGG: How is RGG planning to move forward internally during this time of social unrest and racial injustice? What kind of evaluations were considered, and how do you plan to continue to diversify your current teams while attracting and supporting employees of color?
NZ: We are very proud of our existing Diversity, Equity, and Inclusion associate committee which has led RGG through these challenging times. This has spurred us to take real action to make positive change for our company and all our associates. We are working on a strategy to broaden our candidate pool to attract underrepresented people of color, and once they join our organization, to ensure that they are not only supported but that they thrive. Our hope is that we deliver on our goal of being an inclusive environment where everyone can bring their best and true self to the workplace.
RGG: Can you expand on the CEO Program in RGG’s Kentucky warehouse? How did that program come to be? What are some things that are working and some areas where there’s still some learning to do?
NZ: Our owner, Michael Rubin, is one of the founding partners of the Reform Alliance (reformalliance.com), which seeks to change laws and practices to make our criminal system more just – particularly in the areas of parole and probation. This is how we initially got involved with the Center for Employment Opportunities (CEO), which is the largest reentry program for formerly incarcerated people in the U.S. When they opened their office in Louisville, KY, we were the first private employer to partner with them.
CEO provides training and on-site supervision to their program participants, and we provide jobs in our warehouse. It is a win-win for everyone involved! We have found that our CEO associates are highly motivated and are grateful to have the opportunity to be productive workers and wage earners. We are still working toward increasing our retention in the hopes that they become long-term RGG associates.
RGG: What advice would you give to young women who aspire to executive positions? What do you know now that you would have told your younger self?
NZ: Regardless of what function you are in, learn the business! I think all employees, regardless of their level and role, should know how to read and understand the company [profit and loss statement]. Be curious and never be too proud to ask questions. Curiosity demonstrates passion and engagement, and the more you understand the business, the more you can contribute.
When I was younger, I suffered a lot from imposter syndrome and often felt like I didn’t belong in the level or role I was in. This is common among many women my age, but I wish I had my current self to reassure my younger self that I deserved to be where I was and that I was as qualified and knowledgeable as anyone else in the room. Luckily, Millennial and Gen Z women tend to be much more confident and are on their way to being even more successful in business and making the world a better place.