Organizations need to provide a meaningful, human experience while fulfilling their purpose to succeed today.
By David Mallon
The “why” of work is shifting. People want meaning, and organizations may need to temper technology by focusing on the human element of work. Responding to a range of economic, social, and political pressures, organizations have been working to bring their inspirational corporate mission, vision, and values to life by operating as social enterprises as well as profit-making business enterprises. That means they are emphasizing corporate social responsibility, listening and responding to a wide range of stakeholders, stepping in to fill gaps where public programs and policies fall short, and generally playing an active role in society and operating with a higher purpose. But while serving this need is certainly part of what it means to be a social enterprise, it’s not enough on its own. To truly lead as a social enterprise, organizations must focus on the people within their four walls, as well as externally in society.
HR and IT need to partner to fix the broken employee experience.
By Donna Kimmel
When it comes to attracting and retaining talent, employee experience is one of the most critical elements of success. Around the world, the gap between the number of jobs available and the people available to fill them is the largest it has ever been. And competition is stiff. To get the talent they want and need to power and move their businesses forward, companies need to create an environment that inspires people to do great work.
Move out of the way, AI. It’s time for organizations to turn their focus on another—perhaps more impactful—intelligence: emotional intelligence.
By Marcus Mossberger
The idea of artificial intelligence (AI) has captivated the industry for the last few years, and it seems as though 2018 really saw an explosion of the utilitarian use of the technology at work. And while there is still apprehension about the impact AI will have on jobs, most organizations have acknowledged that they need to incorporate it into their long-term technology strategy. At the same time, another trend seems to be gaining momentum, albeit to less media attention and prognostication: the burgeoning importance of emotional intelligence (EI) in the workplace.
By Elliot H. Clark
I live in Philadelphia and I remember the media hullabaloo about the compensation paid to the baseball star Bryce Harper to join the local team. As one grave-faced sportscaster put it, “Well, there is a market value to talent—this franchise just got the bill.” I decided two things right at that moment: First was to never take market economics lessons from a guy who reads game scores for a living, and second was to see if the research team at HRO Today could figure out what drives the salaries for top executives in human resources. You will find the summary report in our upcoming second annual CHRO Today special edition (published with October), but I thought I would give you a few highlights.
We pulled the publicly available data on the Fortune 500 and found the CHRO compensation data on 88 senior-level HR executives from those companies. With a sample size of nearly 18 percent, we felt we had enough data to do a very valid market analysis. We split the market into the Fortune 50, the Fortune 100, Fortune 200, and Fortune 500 bands. We also looked at correlations to salary, total cash compensation, and total non-cash compensation (stock options and grants).
By Debbie Bolla
In the last few years, it has become very clear that recognition has become an important tool in the HR arsenal to recruit, engage, and retain employees. It has the power to inspire the workforce to go above and beyond for their organizations, increasing productivity and the bottom line alike.
To get a current pulse on the market, IRF’s new study, 2019 Voice of the Market: The Use of Non-Cash Rewards & Recognition, looks at what is top priority when designing, implementing, and executing recognition programs. The research finds that variety is key in order to accommodate a spectrum of worker preferences. Some of the most common rewards include:
Four factors impacting talent and hiring in the world’s fastest-growing economy.
By Michael Switow
Confused about the state of the India’s economy? The planet’s largest democracy is the fastest-growing major economy, with 2019-2020 fiscal year GDP growth expected to clock in between 6.8 and 7.3 per cent. But growth is starting to slow with government deficits rising and unemployment reportedly running at 6.1 per cent, a 45-year high (although Delhi has disavowed the statistic).
Fostering innovation and growth comes down to one thing: culture.
By Michael Switow
Guest lecturers in a Singapore classroom—it doesn’t matter if it’s a secondary school or tertiary institution, a large assembly or a small group—will find that hands are often slow to rise when it’s time to ask questions. The same is true in Hong Kong and other parts of Asia.
Faced with stricter pay reporting regulations, UK companies are implementing recruitment strategies to increase diversity.
By Simon Kent
The UK’s gender pay gap reporting regulations, which require organisations with more than 250 employees to publish their pay gap data, have revealed the significant and entrenched gender inequality that exists in the workplace. But on its own, the initiative is not enough to change the problems it highlights.
Today’s technology developments can improve the ease and efficiency of payroll and rewards processes.
By Simon Kent
It’s a cliché but it’s true: There really is an app for everything. For employers, the 24/7 always-on, always-available level of service expected by customers is now also expected by employees. Just as banking hours have been replaced by a constantly accessible online portal, the idea that employees should wait until office hours to check their pay, rewards, benefits, and other work-related entitlements is becoming outdated.
Empower the workforce of the future by proactively building a diverse leadership pipeline.
By Marta Chmielowicz
In today’s competitive and fast-moving business world, innovation is key—and there’s no shortage of advice about how companies can innovate. From adopting AI-enabled technologies to embracing an agile mindset, HR leaders are working hard to stay ahead. But there’s another proven driver of progress and change that organizations can add to their list of strategies: building a diverse leadership team.
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