We’re so excited to feature Cindy Carlisle, executive vice president and chief human resources officer (CHRO) of Foot Locker, Inc. in the Women in Retail Inner Circle Q&A this week. In her role, Cindy oversees the development and execution of Foot Locker’s global human resource (HR) strategy. Prior to joining Foot Locker, she served as group vice president of HR at Stryker Corp., a leading the supply chain organization with more than 20,000 employees across more than 45  global sites. Cindy has more than 24 years of experience across the healthcare and high-tech industrial industries, holding key human resource leadership positions at Roche Group and Johnson & Johnson. Prior to her career in HR, Cindy worked in finance at Six Sigma and product marketing at Johnson & Johnson and General Electric. In this Q&A, Cindy discusses how she helps foster a culture of inclusivity and diversity at Foot Locker; key initiatives Foot Locker is undertaking to enhance employee engagement and satisfaction; her work-life balance tips; and more.

Inner Circle: Please tell us why you decided to join Foot Locker?
Cindy Carlisle: I was thrilled to join the Foot Locker team as executive vice president and CHRO since it enables me the opportunity to collaborate with the talented individuals at the company and dive into the vibrant sneaker culture. I have a deep passion for the world of sports, which has played a significant role in my life, whether it was participating, competing, coaching, or watching. I’m excited to leverage my passion for sneakers and athletics to contribute to a team that shares my enthusiasm. Being part of an organization that fosters discovery and creates unforgettable customer experiences is energizing, and I look forward to working with Mary Dillion and the entire team to unlock the inner sneakerhead in all of us and execute against the Lace Up Plan.

IC: The Lace Up Plan is a transformation plan designed to drive Foot Locker’s next phase of growth and create value for all stakeholders. Can you walk us through some specific plans you are focusing on around this initiative?
CC: As a global retailer, Foot Locker employs more than 45,000 talented team members from across the world. This team is fiercely dedicated to expanding sneaker culture and maintaining our position as the premiere destination for all things sneakers. As we chart our path for the next 50 years, all aspects of the business are approached through the lens of our Lace Up Plan. It’s essential that I measure current HR programs in place against the goals of the Plan and support the team responsible for driving the company forward. Further, our HR team will be instrumental in helping define and implement innovative strategies for talent acquisition and retention. Our goal is to maintain Foot Locker Inc’s position as the industry leader for all things sneakers. Across all levels of the business, we want the brightest talent to join our team so we can remain agile, competitive and the first choice for the sneaker passionate. Additionally, we will partner with our technology and store experience teams to ensure our Stripers have the proper skills and tools to make Foot Locker a “best-in-class omni” retailer, a key pillar of our Lace Up Plan. Finally, my vision for Foot Locker’s HR function is to empower and enable our people to achieve exceptional performance, fuel their passions, realize their full potential, and develop their skills to further our mission of unlocking the inner sneakerhead in all of us.

IC: How does Foot Locker prioritize diversity, equity, and inclusion within its workforce, and what strategies are being implemented to foster a more inclusive workplace culture?
CC: Foot Locker has consistently placed a strong emphasis on diversity, equity, and inclusion, and as CHRO, I’m pleased to continue the progress we have made in this space. Our goal for our workforce has always been for it to reflect the communities we serve. Our U.S. workforce demonstrates our commitment toward creating opportunities for diverse communities. As of FY 2022, 88 percent of our U.S. team members identify as people of color, inclusive of our corporate, distribution center, and in-store team members. I’m impressed by the strength of our recruiting and talent development programs that fuel our talent pipeline and prepare future diverse leaders for success. In addition, we have a deliberate focus on driving a culture of inclusion and belonging that encourages collaboration across teams that emphasize the value of diverse perspectives, experiences, and ideas in problem-solving and innovation processes. As we lay the foundation for the next 50 years of growth, I’m motivated by our diverse workforce of 45,000 employees who are building their careers and empowered to contribute their best work at Foot Locker.

IC: What key initiatives are you and Foot Locker undertaking to enhance employee engagement and satisfaction currently?
CC: Our business leaders, in partnership with HR, are actively analyzing key themes we received through our recent global initiative, the “Voice of Our Team Member” survey. This survey gave our teams the opportunity to share valuable insights and feedback on their employee experience across our global regions. Armed with these insights, we can implement engagement action plans to increase both employee engagement and satisfaction. Through regular pulses and team check-ins, we aim to show our teams that we take their feedback seriously. As the driving force for our organizational success, it’s critical that our team members feel valued, heard, and empowered to do the great work that propels our business forward.

IC: Can you discuss any recent developments or innovations in Foot Locker’s approach to talent acquisition and retention?
CC: To ensure we retain the brightest talent, our HR organization implements a combination of high potential employee programs, leadership roundtables hosted by our executive leadership team, and customized onboarding and learning tools. These activations help us identify team members with potential to assume leadership positions. They also provide opportunities to improve current roles and job design, discover new ways to work cross functionally, and provide our employees with resources to help with career pathing.

IC: Can you provide insights into Foot Locker’s strategies for promoting work-life balance and employee well-being?
CC: To combat the challenges that impact our employees as they navigate this new normal of a post-pandemic world and support employee well-being, we’ve established the Global Wellness Champions (GWC) Employee Resource Group (ERG.) GWC offers a robust set of programs and platforms to help team members achieve “work-life effectiveness” in areas of emotional, financial, physical, and social wellness. Since its inception in the summer of 2021, GWC began operating as an informal network of team members with a strong passion for wellness and has since grown exponentially. Through the group’s commitment to employee well-being, team members have been offered a series of mental health webinars and a financial wellness platform that provides tips, articles, and resources on financial planning.

IC: How do you personally balance your work and life?
CC: Although we are working professionals, we are people first. It’s easy to get lost in the demands of our jobs and forget to dedicate enough time to take care of ourselves first and foremost. Throughout my career, I have found that my biggest secret to achieving a healthy work-life balance is exercising compassion for myself and others. We are often our own harshest critic, but allowing ourselves to be present, even if for a brief moment within a busy workday, can be incredibly grounding. It allows us to be more patient, understanding, and considerate of others. Time spent with family also brings me a sense of balance. Naturally, we are a huge sports family that enjoys attending and watching football, soccer and basketball games. I also dedicate time every day to focus on my holistic wellness, even if it is only 10 minutes. Whether it is spending time on journaling the positive moments that happened in my day or dancing to an uplifting song to get some physical activity to lift my mood, I prioritize my mental health, physical wellness, and spiritual fulfillment to help maintain balance in challenging times and thrive in my personal and professional endeavors.