Shelly Morales

Shelly Morales

San Francisco Bay Area
11K followers 500+ connections

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Articles by Shelly

Activity

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Licenses & Certifications

Publications

  • Why Did You Join and Why Do You Stay?

    Balbix

    Excerpt:

    “Why do I stay?

    · The work: As a start up we are faced with daily challenges that need to be overcome by respecting the past and driving toward the future in new and different ways

    · The learning: Doing things differently requires continued learning. Every member of the team, including myself is learning something new daily

    · The people: The strongest driving force for me to stay is the people I work with day in and out. A few words that I would use to…

    Excerpt:

    “Why do I stay?

    · The work: As a start up we are faced with daily challenges that need to be overcome by respecting the past and driving toward the future in new and different ways

    · The learning: Doing things differently requires continued learning. Every member of the team, including myself is learning something new daily

    · The people: The strongest driving force for me to stay is the people I work with day in and out. A few words that I would use to describe the people of @Balbix are bright, humble, driven, and just plain GOOD people.”

    See publication

  • How Did We Find You?

    Security Boulevard

    Shelly Morales detailing her thoughts on “How Did We Find You?” – including takeaways on finding your next role.

    *Originally published at balbix.com

    See publication

  • “How to identify employee burnout during remote work” with Shelly Morales from Balbix

    Employee Cycle

    Shelly Morales, VP of People at Balbix, discusses how to build a high-performing culture that does not drive employees to burn out.

    Topics covered:

    • Why employees need to be more intentional about work-life-balance when working remotely.
    • Why you should be consistently asking questions from your employees to make sure they’re okay.
    • Why companies should evaluate how they reward employees, so you don’t create and fuel a burnout culture.

    Other authors
    See publication

  • Balbix Expands Leadership Team With Appointment of Shelly Morales as Vice President of People

    Bloomberg

    Press release detailing the appointment of Shelly Morales as head of people leadership at Balbix.

    Quote from CEO and Founder of Balbix, Gaurav Banga:

    “At Balbix, we are focused on solving the critical challenges that organizations face in light of a rapidly expanding enterprise attack surface. Shelly brings a wealth of expertise in strengthening the mission, processes and people that support a company’s goals, and her leadership will be instrumental in supporting Balbix’s global…

    Press release detailing the appointment of Shelly Morales as head of people leadership at Balbix.

    Quote from CEO and Founder of Balbix, Gaurav Banga:

    “At Balbix, we are focused on solving the critical challenges that organizations face in light of a rapidly expanding enterprise attack surface. Shelly brings a wealth of expertise in strengthening the mission, processes and people that support a company’s goals, and her leadership will be instrumental in supporting Balbix’s global growth.”

    Other authors
    • Balbix
    See publication

Courses

  • Business Administration Emerging Talent Leaders Intensive Workshop - UC Berkeley

    1189

Projects

  • Talent Engagement Initiative

    -

    To drive employee satisfaction and retention, I created this initiative to revamp Cadence's corporate performance review process from an annual nerve-wracking obligation to a more frequent, interactive process that's co-driven by both managers and their team members. The initiative developed a new system that increases the number of reviews per year to four to allow for more timely assessments. It also redefines performance categories and simplifies ratings so employees better understand not…

    To drive employee satisfaction and retention, I created this initiative to revamp Cadence's corporate performance review process from an annual nerve-wracking obligation to a more frequent, interactive process that's co-driven by both managers and their team members. The initiative developed a new system that increases the number of reviews per year to four to allow for more timely assessments. It also redefines performance categories and simplifies ratings so employees better understand not only how their performance meets day-to-day expectations, but also how it matches up to their career trajectory and the milestones they hope to achieve. This increased transparency along with frequent, tangible feedback should help us meet our goals to develop highly capable, long-term employees.

Honors & Awards

  • Panel Speaker

    New Talent Management Network - Bay Area Group

    I was a Panelist for NTMN's employee lifecycle series, speaking about developing managers as coaches of others, current research, high potentials, and developing a "mobility" mindset with employees.

  • Panel Speaker

    Talent Management Network

    I was an expert panelist on the topic of Performance Management for this industry forum.

Organizations

  • Athena Alliance Community

    Member

  • HR Strategy Forum

    Member

  • SF Recruiters

    Member

  • Silicon Valley Women in Human Resources

    Member

  • Society for Human Resource Management (SHRM)

    Member

  • Women in Management Group, Silicon Valley

    Member

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