This year’s CHRO of the Year Award finalists are being recognized for redefining human capital management.
By Marta Chmielowicz
In today’s competitive business world, talent has the potential to be the greatest strength of an organization and one of its most powerful sources of competitive advantage. But developing a top talent pool requires more than just a good recruitment strategy: culture, technology, data insights, benefits, learning, engagement, and more are emerging as top considerations.
Recent research finds that millennial and Generation Z leaders are changing the world of work—for the better.
By Zoe Harte
Millennials and their younger Generation Z counterparts frequently face criticism over their commitment to the workforce and are often labeled as lazy and entitled and described as “snowflakes.” Yet these younger generations are poised to change the future of work. As these digital natives become the dominant generation in the workforce, they are quickly squashing these misconceptions and bringing their positive influences to build their vision of a new work paradigm.
Innovations in data science are enabling the transformation of HR.
By Jeff Mike, James Guszcza, and Kathi Enderes
Underneath buzzwords like “disruption” and “digital transformation” lie some important truths for HR leadership. There is no denying that powerful technologies aimed at individual consumers have changed the game. The best of these technologies deliver compelling, personalized experiences to customers through digital platforms, smartphones, and increasingly, augmented and virtual reality. As a result, they have created a demand for similar personalization of work experiences and workplace applications.
A strategic onboarding process can help engage employees during their first weeks on the job.
By Stacey Kervin
The U.S. unemployment rate has been hovering around four percent for more than a year now. While this is great news for the economy and for the American workforce, it has created a unique challenge for HR and talent acquisition professionals.
Organizations need to reinvent growth strategies by providing opportunities to all levels of employees.
By Meghann Arnold
When it comes to developing a strong workforce, organizations too often provide opportunity to only “traditional” employees: Those who have college degrees and a resume full of experience, volunteerism, and organizational involvement. To put it lightly, organizations don’t always give opportunities to those who don’t fit the mold of advancement.
By Debbie Bolla
Did you know that the millennials at the tail end of their generation will be turning 38 this year? According to Pew Research Center, the age range for this cohort is now between 23 and 38. What does that mean for HR and the workforce? More and more millennials are entering—or are in—leadership positions. In fact, according to Upwork’s recent study, Future Workforce Report, nearly half of this younger generation is in positions at the director level or above. So the big question is: How will millennials manage?
In The Future is Bright, Zoe Harte, senior vice president of HR and talent innovation and head of human resources at Upwork, shares four ways millennials and Generation Z are shaping the workforce based on findings from the company’s recent Future Workforce Report. Two factors are likely to have an impact on their management styles. Millennial and Gen Z workers are nearly three times more likely than baby boomers to believe that individual workers need to take personal responsibility for their development. They also believe that by 2028, nearly three-quarters of all teams will have remote workers and 33 percent of full-time employees will exclusively work remotely. Will these two factors lead to more autonomous management styles?
Strategies to remain compliant as Brexit becomes a reality.
By Simon Kent
To say European businesses having been operating in a time of uncertainty could qualify as the understatement of the year. From the moment the U.K. voted to leave the EU to just before Brexit is meant to take place, there have been huge questions raised concerning the right of employees to work across countries within the EU and beyond. Frustratingly for everyone, answers have been few and far between, leaving organisations to speculate on what they might need to do to secure and manage their international workforces. Some are even faced with the prospect of having to prepare for every eventuality.
Four organisations share their journeys to a more inclusive workforce.
By Simon Kent
Make no mistake, creating and maintaining a diverse workforce is both a business imperative and a huge challenge for today’s employers. Researching the subject back in 2012, McKinsey found companies ranking in the top quartile of executive-board diversity experienced 53 per cent higher returns on equity, on average, than those in the bottom quartile. Forbes has also identified diversity as a key to innovation, claiming “diversity is no longer simply a matter of creating a heterogeneous workforce, but using that workforce to innovate and give it a competitive advantage in the marketplace.”
David Wilkinson’s strategy for Boeing’s global talent management is ready for takeoff.
By Debbie Bolla
With nearly 20 years of experience managing talent around the world with stints in London, Dubai, and North America, no one is better suited to pilot success for Boeing’s new global approach to human capital acquisition than David Wilkinson. The global infrastructure and operations director has been tasked with building a foundation that enables the tech company to compete for the best candidates in its many divisions. Here, he shares the challenges of the current market, the technology that empowers Boeing’s candidate experience, and how to reach talent on a global scale while embodying a local relevance.
HR leaders need to remember there’s a reason why their job titles include the word “human.”
By Elissa Barrett
HR professionals are often at the forefront of listening and learning from peers, leaders, and employees. They are the gatekeepers of the candidate experience and the ones that employees approach to talk, vent, share, laugh, and let’s face it: cry. And through those conversations, the gathering of data without conscious awareness occurs.
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