EVP of HR Liz McAuliffe explains how she carries the Un-carrier culture of T-Mobile through to the talent strategy.
By The Editors
Within one’s career, taking the biggest risk often comes with earning the biggest reward. Just ask Liz McAuliffe. While practicing as the in-house employment attorney at Starbucks, Jim Donald, the then CEO, asked her to take a risk by moving into the coffee company’s HR practice. And from that transition, she has been rewarded with a highly successful second career. McAuliffe is now the executive vice president of HR at T-Mobile, the self-proclaimed Un-carrier that is radically changing its approach to both its customers and employees, adopting a people-first strategy that listens first and acts second. McAuliffe has spearheaded this transformation, introducing a number of initiatives to better support employees in their personal and career growth—and drive business success as a result. Learn more here.
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.
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.
Employer brand represents who an organization is and what they stand for, setting the stage for the expectations of both current and future employees. For many companies, social media has become a key element in building the employer brand.
The belief in the importance of social media as part of employer brand strategy is nearly universal, with 96 percent of respondents indicating that it is important. However, despite the overwhelming belief that social media is a vital element of an employer’s strategy, there are some doubts over its effectiveness.
Key takeaways from this report include:
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.
A robust recognition program can help deliver a rewarding employee experience that drives culture forward while improving engagement.
By Marta Chmielowicz
Today’s consumers not only value personalization, they expect it. Brands like Amazon, Netflix, and Facebook have made individually tailored recommendations a key component of their business strategy. In today’s tech-driven, hyper-stimulating world, people crave high-touch experiences that reinforce their sense of identity and acknowledge them as individuals. And this is confirmed in the research: A recent survey by Adobe shows that 77 percent of companies believe that providing real-time personalization is crucial to success.
New research reveals the drivers and deterrents of employee productivity—and how employee benefits can help both.
By Susan Podlogar
Employee performance has been a main focus of organizations as the key ingredient for success. However, this is no longer enough. MetLife’s 17th annual U.S. Employee Benefit Trends Study (EBTS) found that employees across all generations are looking for support from employers both in and out of the workplace. As a result, if an organization wants to hit its potential, its employees must also be set up to hit their potential—at work and at home.
A global workforce with dispersed employees can be brought together with technology and a human touch.
By Rachel Mooney
For HR professionals, the rise of the digital workplace presents an exciting but challenging opportunity. Technology has effectively blurred the lines between work and personal lives while enabling new opportunities for recruitment and retainment. According to a recent study of remote work from Buffer, 99 percent of respondents noted that they would like to work remotely at least part of the time. Another report by Indeed shows that 52 percent of employees say they wish they could work from home even if it meant taking a pay cut.
Workplace violence is on the rise, but a safety policy that addresses security, culture, and management can help mitigate the risk.
By Marta Chmielowicz
For Jill Geimer and many other HR executives, February 15, 2019 is a day that will be hard to forget. According to reports from The Washington Post, after being terminated from his position at Henry Pratt manufacturing company in Aurora, Ill., employee Gary Martin opened fire, killing five people and wounding six others. This hit particularly close to home for Geimer, whose company, Ecentria Group, houses a large inventory warehouse in the region.
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