Innovation

Each year we focus on topics that go further than continuous improvement and seek to drive innovation for the world-class workforce. HR executives are constantly challenged with making the right investments, balancing standardization, and customization, and redirecting investment from areas with low impact to areas of higher value based on evidence. This drives not only a need for optimization but also risk management in knowing when and when not to take a risk with a differing approach. Simultaneously HR people benefit from gaining ‘employee insight’ through methods such as employee attitude surveys and focus groups. This insight should inform the HR strategy, influence how internal communications are handled and help in the design of effective people management initiatives – hence a clear employer branding strategy should be prevalent.

Turning Around a Turnaround

Darrell Ford is tasked with leading a dedicated HR team as a global organization adjusts to market needs.

By Kim Shanahan

Darrell Ford was recruited to Advanced Micro Devices (AMD), a global technology company, as SVP and CHRO three years ago in the midst of a comprehensive turnaround. A Fortune 500 company that competes directly with Intel and other global semiconductor players, AMD has more than 10,000 people in 50 locations across 31 countries and reported 2014 annual revenue of $5.5 billion. As Ford knows all too well, a turnaround CHRO requires a different type of skillset. He or she needs the courage to drive change and encourage stability while facing competing pressures and intense scrutiny on a daily basis.

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CEO’s Letter: Happily Ever After

Happily Ever After

By Elliot H. Clark

Happily ever after is the way most fairy tales end, but real life has a way of making them, well, fairy tales. I had an old friend who used to say that you could tell the difference between a fairy tale and a war story because fairy tales began with “once upon a time” and war stories started “this s#*t really happened.” When it comes to HR and the selection of HR partners, it typically starts as a fairy tale and ends as a war story.

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Taking Flight

EVP and CHRO Lisa Buckingham’s role expands outside of HR—and it has given her wings to fly.

By Kim Shanahan

Many HR leaders are tasked with expanding their roles beyond the basics of human resources. Lisa Buckingham, executive vice president and chief HR officer for Lincoln Financial Group, is one of those executives who is doing just that—and doing it well. She is currently responsible for HR, brand and enterprise communications, and corporate social responsibility activities for the financial services company. Headquartered in the Philadelphia region, Lincoln Financial Group is a Fortune 500 company with more than 10,000 employees. With a strong focus on four core business areas—life insurance, annuities, retirement plan services, and group protection—the business is built around supporting, preserving, and enhancing customers’ lifestyles and providing better retirement outcomes.

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Editor’s Note: Challenge Accepted

debbie bolla

By Debbie Bolla

Editor-in-Chief

Everyone faces challenges in their roles and HR is no exception. As I read through this month’s issue, three concerns appeared in not just one but multiple stories, suggesting a trio of pressing matters for HR executives across the board.

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On The Agenda

HR executives need to focus on company culture, employee engagement, and better decision-making in the coming year.

By Debbie Bolla

2015 is setting up to be an exciting but challenging year for human capital management—one that will require savvy maneuvering by skilled HR executives in order to attract, engage, and retain what truly makes the workforce thrive: talent. For the last few years, decision-making power has remained with organizations, but as economic confidence gains momentum, the job landscape will become a candidate’s market in the coming year.

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Shine On

superstarsOur annual roundup of the top leaders in HR.

By The Editors

Each year, the editorial staff of HRO Today culls a list of industry leaders that have demonstrated forward thinking and transformative actions in the field of HR. We understand the power of recognition: Research from McKinsey shows that praise was named a top motivator for performance. This is a good thing because 2015 will certainly have a bevy of challenges for HR with 62 percent of CEOs expecting hiring increases, according to a study from PwC.

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Editor’s Note: Were They Right?

debbie-bollaBy Debbie Bolla
Executive Editor

December is always one of my favorite issues of the year. We annually challenge industry experts to set predictions for the coming year. This time around it was my turn to put both analysts and HR executives to the test. Looks like HR’s plate is going to be full in 2015. Human capital management leaders will need to execute strategies that improve organizational culture, employee engagement, and retention. Find out more in On the Agenda, page 10.

I always thought it would be interesting—and fun—to have a look back at the previous year’s predictions story and see how the forecast fared at the end of year. 2013’s feature, Full Speed Ahead, captured trends driven by a confluence of talent and technology. Here’s a look at four pairs of predictions and outcomes.

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