Organizations need to take a proactive approach to eliminate bullying and create a healthy culture.
By Chris Dyer
People do their best work when they’re supported socially, so the opposite must also be true: Interpersonal strife interferes with achievement. This is why the topic of bullying, whether in the academic or professional sphere, has come to the forefront in the past 30 years. It’s real and it’s really detrimental.
Even though some workers are temporary, organizations should strive to leave a permanent positive impression.
By Marta Chmielowicz
In a business world where 41.5 percent of the average enterprise’s overall workforce is composed of non-employee labor, according to Ardent Partners’ The State of Contingent Workforce Management 2018-2019 report, organizations are putting the role of contingent workers front and center. In fact, the growth of the gig economy is serving as the catalyst for a new world of work—one that is increasingly innovative, dynamic, and responsive to transformative market pressures and global challenges.
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.”
CHRO Hein Knaapen shares how ING developed its Orange Code based on three employee practices and the success that followed.
By Debbie Bolla
Sometimes the key to success is simplicity. That less is more philosophy is a guiding force behind ING’s highly visible “Orange Code,” which drives the organisation’s culture and human capital initiatives. The bank’s CHRO Hein Knaapen says although the three phrases of the “Orange Code” are simple, they encapsulate who ING is at the core. It is based on three elements:
By following these four key principles, organizations can build strong teams to reduce turnover.
By Dr. Randy Ross
People and organizations thrive in relationally rich environments. When organizations put people above profits, their priorities produce rich dividends both culturally and economically. The heart of any business is its people, and the best organizations serve people well, both internally and externally.
What drives millennials to seek new opportunities?
By Jackie Olson
Today’s young professionals looking to further their careers are reaping the benefits of a robust job market, allowing them to identify opportunities based on a range of features besides compensation. In fact, Merrill Corporation recently conducted a survey of junior associates working in the financial services industry to find out what factors are driving them to choose a new role. The survey sought input into why they chose their career and employer, job satisfaction levels, future career aspirations, and their views on the overarching capital markets industry. The results offer insight into what this future generation of industry leaders are looking for right now—in the early stages of their careers—from employers, direct managers, and perhaps most importantly, from themselves.
EVP of People and Culture Kara MacKillop aligns the values of Canada Goose with its culture to drive engagement.
By Debbie Bolla
HRO Today: Please describe how the culture of Canada Goose is aligned to its values.
CHRO Kevin Silva has built a human capital blueprint that provides a sense of inclusion, purpose, and opportunities to grow. The result? A 95 percent retention rate of accelerated talent.
By Debbie Bolla
Research from LinkedIn finds that today’s workers feel most engaged when they are challenged and personally connected to their work. Voya Financial is one organization that is providing that type of environment. CHRO Kevin Silva has helped build a culture that is based on the philosophy that the sum of all the parts is stronger than the individual parts. In fact, the phrase “we are the we” is one of the organization’s corporate values.
How a cultural audit can elevate the onboarding process.
By Lilith Christiansen
Only 44 percent of employees believe their employer does a good job bringing new talent into the organization. Strategic onboarding seeks to solve that issue by moving beyond automating paperwork. Instead, it delivers a personalized journey that transforms new hires into fully functioning, integrated members of the team. Today’s onboarding approaches should provide clear expectations in terms of behavior and interaction with management, customers, and other employees.
VP of HR Antonio Climent shares the secrets to building culture and a strong leadership pipeline for Laureate International Universities.
By Marta Chmielowicz
Expanding into new international markets is fraught with difficulties. From aligning cultures to ensuring talent gaps are filled, multinational organisations can struggle to adapt to the norms and realities of their many areas of operation. But with the shift of economic activity from Europe and North America to markets in Africa, Asia, and Latin America comes a renewed need to manage global organisations. In fact, according to the McKinsey Global Institute, 400 midsize emerging-market cities, many unfamiliar in the West, will generate nearly 40 per cent of global growth over the next 15 years.
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