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Matt Wilson is an HR leader who is dedicated to attracting, engaging, and retaining the best talent to realize the strategy and mission of BIOLASE, Inc., a global leader in the dental laser industry. Based in Orange County, California, he is passionate about developing employee engagement and building an organizational culture that contributes to the company’s results and supports employees’ ambitions.
“I have seen firsthand how attracting, engaging, motivating, and retaining the right talent can make a huge impact on the performance of the business,” says Wilson. “People are the most important asset in any organization, and I am excited to be the driver for talent at BIOLASE.”
Wilson chose the Wharton Executive Education Chief Human Resources Officer (CHRO) Program to learn the latest thinking and scholarship on the business and functional aspects of the CHRO role. “This field is never static, and it is impossible to be bored,” Wilson says. “There are always opportunities to make a bigger impact on the organization.”
We got in touch with Wilson to explore his career journey and how the CHRO Program is helping him thrive as a dynamic HR leader.
Tell us about your career journey.
I completed my BA in marketing at the University of Utah and my MBA in international management at Thunderbird School of Global Management. I began my HR career in Raytheon Company’s HR Leadership Development Program, followed by a role partnering with the Company’s Integrated Airborne Systems program office. I changed industries to work for the leader in commercial real estate, CBRE Group, where I focused on organization and leadership development. Next, I transitioned to the healthcare industry, specifically to the medical device sector, as the HR leader for Zimmer Dental, a business of Zimmer Holdings Company (now Zimmer Biomet). I now have the privilege of leading HR for BIOLASE, Inc., the worldwide leader in the dental laser industry.
What drew you to healthcare?
I appreciate the fact that I am working in a field and for a company that are improving people's lives. That's what first attracted me to healthcare, and that's why I've stayed in it. My father was a dentist, so it was an interesting turn when I had the opportunity to join a dental implant company and then the industry leader in dental lasers. I have enjoyed my time in and the opportunities afforded by the medical device industry.
Tell us about your current position.
Reporting to the CEO and serving as a member of the senior leadership team, I lead HR for BIOLASE, Inc., a public medical device company and the global market leader in dental lasers. I am responsible for developing and executing our people strategy in support of our company’s business strategy. From strengthening our talent selection process to promoting a customer-focused culture, executing our talent strategy has been integral to business performance. It is exciting to be in a company that is advancing the profession of dentistry and greatly improving the patient experience with our cutting-edge technology.
What are some trends you are seeing in HR generally and specifically in the healthcare industry?
The current talent market is the most challenging I’ve seen in terms of retention and attraction of people. Employees and candidates have many options available to them, and it is up to the organization to provide compelling reasons for them to stay or join. It is highly motivating to work in an organization that makes products that improve patients’ lives and clinicians’ practices, and this mission inspires many to stay or join us. My HR peers across the industry are experiencing similar challenges, as it is currently an employee-driven market. Those in other areas of the healthcare industry, such as hospitals or care centers, are also faced with the challenge of an employee population that has been under great pressure since the onset of the pandemic in 2020.
How do you engage employees in your organization?
Given our organization dynamics, I often get the benefit of employee feedback in real-time, which allows us to have a good pulse on the organization. We have begun conducting an annual employee survey, and we’ve been pleased to receive positive feedback from team members. The survey is the most quantitative way we measure employee engagement, and we leverage the results to focus our efforts to sustain and grow it.
Communication is one of the most critical factors in employee engagement at BIOLASE. Our CEO fields every question that comes in from employees in our all-employee meetings. He’s very open in his communication, including penning a biweekly newsletter. Prior to the onset of the pandemic, the senior leadership team regularly engaged in informal, face-to-face conversations with employees in a monthly “walkaround.” Setting aside this time for direct, informal communication contributed significantly to the development of our culture. As we shift back to more in-person interactions, our CEO is spending a day traveling with each of our sales representatives across the U.S., interacting with them and our customers on a one-on-one basis. People see and value that level of connection and engagement from the top.
Employees take pride in knowing that the work they do each day makes a significant impact, not only on the performance of the business, but also on the practices of our customers and the experience and health of their patients. We highly value team members who go above and beyond in their work to realize our mission and objectives, and we are committed to their development.
In my experience, engagement is a combination of communication, relationships, inclusion, meaningful work, and recognition.
How do you see HR and the role of the CHRO evolving?
In a very dynamic world with new challenges arising frequently, the CHRO is uniquely positioned to help lead the organization through periods of change and ambiguity. In this role, we partner with our colleagues to lead their teams in ways that not only drive business results but also provide an engaging and rewarding experience for their team members.
To be successful, a CHRO must have a strong grasp of the functional fundamentals as well as a deep understanding of and a connection to their business. Relationships with other leaders, the ability to make and influence informed decisions, and connecting with individuals at all levels of the organization will serve a CHRO well. Given the unprecedented experiences in the recent past, the ability to lead through periods of uncertainty is critical.
Why did you choose the Wharton Executive Education CHRO Program?
I chose the CHRO Program primarily because of Wharton’s reputation as a business school. Additionally, the curriculum is a great blend of the business and the HR functional aspects of the CHRO role. The asynchronous elements of the program allow me to accommodate learning around my professional schedule. I saw the program as a great opportunity to learn the latest in academic and professional thinking on a hugely impactful business function.
What has the interaction been like with your peers and success coach?
The interaction with and learning from my peers has been one of the highlights of the program. In addition to the structured interaction designed into the curriculum, in both discussion boards and video conference meetings, peers have informally connected in chat groups. Having an expanded network of colleagues that span the globe with whom I can discuss ideas and from whom I can gain insights has been one of the biggest benefits of the program.
My success coach, Andy Sivaraman, is very passionate about the program, and he's committed to the success of the participants. I was amazed every week at how much time he devoted to providing specific feedback on assignments, as well as offering additional ideas and insights based on his experience. I can't express just how instrumental he has been in my experience in the program.
What stands out from the modules you’ve taken?
I have found that the program content often provides a framework for or a new lens through which to view concepts I have learned through my career.
The strategy components in the Elevating the CHRO Role section of the program provided some excellent insights and tools, and I enjoyed the case studies that were included in this part of the curriculum. In my first elective in the program, Mastering Talent Management: Recruiting, Retaining, and Rewarding A+ Talent, we studied Professor Martin Seligman’s PERMA framework, which provides a model that can be used to grow and sustain employee engagement (the acronym stands for five elements of employee engagement: positive emotions, engagement with the task, relationships, meaning, and accomplishment.)
What kind of advice would you give to other HR professionals considering the CHRO Program?
Although the program offers flexibility that is very helpful in working around a busy schedule, be prepared to devote a significant amount of time in order to maximize its benefits. It’s an opportunity to acquire new insights, ideas, and frameworks that you can use in your role and organization. It’s also a great way to expand your network and gain insights from other HR leaders from around the world.
You can learn more about the Wharton Executive Education Chief Human Resources Officer (CHRO) Program by visiting our program homepage.