1. HR’s job is no longer programs — it’s enabling how work gets done

One of the most important shifts Jon described was how Vanguard has repositioned the purpose of HR. The function isn’t about policies or programs — it’s about understanding the actual work being done for clients and enabling it to happen better.

That means getting specific: task-level clarity, where work should happen, and how humans and technology work together.

“HR’s function is to enable how work gets done for clients.”

2. You can’t map everything — so prioritize where it matters most

With ~20,000 employees, Vanguard didn’t try to document every role in detail. Instead, they focused on where task-level clarity would create the most value — and accepted 70–80% accuracy as a starting point.

Trying to get to 100% would collapse under its own weight.

“If we tried to task-map every role, it would die under its own weight.”

Takeaway: Strategic workforce planning works when you treat it like an MVP — prioritize, test, iterate.

3. AI productivity creates a “time dividend” — if you use it intentionally

Rather than framing AI as a threat, Jon reframed it as a productivity unlock that creates time — time that can be reinvested into better training, deeper development, and stronger leadership capability.

“Productivity creates a time dividend.”

That dividend is what enables the kind of rigorous, competency-based development most companies say they want — but never fund.

Takeaway: AI isn’t just about efficiency. It’s how you buy back time to invest in people.

4. Change management isn’t about happiness — it’s about acceptance

One of the most memorable moments was Jon’s take on change management. The goal isn’t to make everyone feel good — it’s to align expectations with reality.

He shared a simple formula he uses constantly:

“Satisfaction equals expectations over actuals.”

If expectations aren’t recalibrated, no amount of communication will close the gap.

Takeaway: Leaders need to spend more time managing expectations.

5. Leadership development must create real competence — not just content consumption

Vanguard is deliberately moving away from “learning at scale” toward competency-based leadership development. Inspired by Jon’s military background, the focus is on demonstration, practice, and proof — not just courses completed.

“Watching a video doesn’t mean you can do the thing.”

This shift has full backing from the senior team and board.

Takeaway: If leaders can’t demonstrate the skill, the training didn’t work.

6. Don’t flatten managers — invest in making them effective

While many companies are cutting management layers, Vanguard is focused on manager effectiveness, not headcount reduction. The goal isn’t fewer managers — it’s better ones.

“We want to invest in the managers we have and ensure they’re demonstrably effective.”

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