2017 marks our fourth annual CHRO of the Year Awards, and this year, HRO Today has selected 21 CHRO finalists with the skills to not only to transform their own departments but also to revolutionize the way HR is done. We believe that CHROs are important changemakers who drive workforce innovation through engagement, retention, and cost-saving initiatives.
The CHRO of the Year Award winners are selected based on the following three factors:
Get a sneak peek at the 23 finalists for our Talent Acquisition Leader of the Year Awards.
By the Editors
Recent years have proven that nothing sets an organization apart from others more than its talent, and nowhere is that talent more crucial than at the top of the ladder. In the talent acquisition space, inspired leadership can help companies find and keep a workforce that is excited and ready to do big things in their industry.
This year’s TekTonic Awards finalists enable organizations to exceed their human capital management goals.
A great HR executive knows the value of technology when hiring, retaining, and engaging the workforce. Investing in the right platform in order to achieve workforce goals is an essential task that can benefit the bottom line. Here, we showcase platforms that do just that—the 2017 TekTonic Award finalists. The winners will be announced at the HRO Today Forum in Chicago in May.
By Marta Chmielowicz
Can recognition programs deliver business results that directly impact the bottom line? This question has preoccupied HR professionals for years, but with the recent surge and accessibility of data, the answer is closer than ever before.
Mentoring programs can help develop leaders if organizations follow a few simple steps.
The philosophy behind mentoring programs is based on good intentions: Taking some of a company’s best potential and pairing them up with some of its best leaders to learn from their experience. But then reality sets in. Some inherent problems with mentoring programs include:
1. Prospective mentors are usually very good at what they do, but are very busy people. They are happy to take on new assignments, such as mentoring, but may find it difficult to maintain a consistent level of communication that is critical to skills improvement in the mentee.
Promoting top-performers may be the best way to fill difficult vacancies.
“I’ve accepted a position with another company.”
Organizations are embracing new strategies around compensation to engage employees.
There is a sea of change coming in the way that employers approach pay, as many companies are examining and modernizing their compensation philosophy in an effort to build more trusting relationships with their employees. PayScale’s 2017 Compensation Best Practices Report examines the relationship between pay practices and business results.The survey results show that organizations are starting to do things a bit differently when it comes to pay. It used to be that employers held all the cards when it came to compensation. Executives would set pay for employees and determine the size of a raise, and then employees would be told about any potential pay adjustments once per year (usually at the end of an annual review). The whole process was very transactional and typically shrouded in a great deal of secrecy.
An aging population combined with a severe hiring shortage creates a challenging time in healthcare recruiting.
Looking for a career with wide employment availability? On the last day of business in 2016, there were 1.1 million job openings in the healthcare industry: the largest number recorded since the Bureau of Labor Statistics (BLS) started surveying the sector in 2006.The war for talent in the industry stems from several factors, including a fast-aging population that uses the healthcare system more frequently, the retirement of specialized medical professionals, and a growing demand for nurses outside the healthcare sector from businesses that offer highly competitive compensation and benefit packages. The Affordable Care Act—whatever its fate— and the recovery of the U.S. economy have also expanded public access to healthcare.
What innovation concepts are most relevant to the talent-acquisition function? A recent study from Alexander Mann Solutions and HRO Today seeks to answer that question—and to understand innovation and what are the driving forces behind a failure among organizations to innovate.
In the quest to understand innovation, the research study discovered that talent acquisition professionals are facing a challenge that is termed here as “non-novation.” This occurs when HR is executing initiatives with the intent to drive new and meaningful change, but somehow the change does not happen. Innovators implement change. Non-novators take a detour.
It was Virgil who famously said “The greatest wealth is health,” and with the spike in employee health and wellness offerings it seems that many employers agree. One such employer is Carnival Cruise Line. The well-known cruise line took their wellness programs up a notch in May 2014, when they partnered with Marathon Health to open the Carnival Care Center: an onsite clinic and wellness center for employees at their Miami, Fla. Headquarters.“[The medical center] was an expression of Carnival’s commitment to wellness and really increasing the onsite offerings we have at Carnival. We believe that we are a great place to work, and that helps us lean into so many other levers, and things that we can be doing for our employees to further that journey towards being a great place to work,” says Ron Phillips, Carnival Cruise Lines’ head of HR and chief people officer.
The 1,100-square-foot facility helps Carnival care for its more than 3,000 shoreside employees, not only through medical treatment for non-emergency illnesses and injuries, but also preventative care, health consultation services, and the management of chronic conditions.
Although the Carnival Care Center opened just three years ago, it aligns with larger organizational values that Carnival has held from the very beginning. Delivering exceptional experiences is part of the organization’s mission statement, and this applies to employees as well as guests. According to Phillips, employees have responded so well to the onsite offerings that Carnival has had to do very little in terms of advertising the center to potential hires—the employees act as wellness program ambassadors and spread the word on their own.
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