The key to Caterpillar CHRO Kim Hauer’s success: Aligning HR initiatives to business strategy.
Two years ago, Caterpillar Vice President and CHRO Kim Hauer embarked on a journey that led to a pivotal shift in the vision of the company’s human resources function. It’s new mantra: We build the team that builds a better world. And how does the HR leader with nearly 20 years of experience at the construction machinery designer and her team do just that? Through communication, leadership development, and taking chances on innovative initiatives that are tied to business strategy. For example, a current challenge Caterpillar is facing is finding the right roster of digital talent. Hauer’s data-driven solution? Using analytics to understand where this talent is located and what attracts them to an organization. With proven information in hand, she can earn executive buy-in to build hubs in different geographies to land Caterpillar the talent they need to grow their digital capabilities.
We rank the top providers based on customer satisfaction surveys.
By The Editors
HRO Today’s Baker’s Dozen rankings are based solely on feedback from buyers of the rated services. The ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey, which we distribute both directly to buyers through our own mailing lists and indirectly by sending service providers the link to send to their clients.
A survey reveals four trends in employee appreciation
By Cord Himelstein
Interest in global employee engagement has been on the rise for the last several years, and investments in recognition programs are returning to growth times after plateauing. In fact, according to Aon Hewitt’s 2016 Trends in Global Employee Engagement report, employee recognition jumped five points and is now the third top driver of global employee engagement this year. What’s driving this change? To gain insight in this trend, Michael C. Fina Recognition conducted a survey at the 2016 SHRM Conference in Washington D.C.
1. Service and achievements remain recognition cornerstones. When it comes to the most effective ways to engage employees, survey respondents felt that “above and beyond” performance awards (22 percent) and traditional service awards (20 percent) are proven approaches. This is in line with WorldatWork’s latest Trends in Employee Recognition report, which shows these two initiatives as the most consistently popular forms of recognition over the last decade.
The top three strategies for relocating—and retaining—younger workers.
By Marta Chmielowicz
As the labor pool becomes younger, more savvy, and more demanding of their employers, forward-thinking organizations are enlisting new mobility solutions that are more attractive to Millennials whose age and life circumstances make them ideal candidates for relocation. These changes are no surprise as younger workers have different priorities and expectations for job fulfillment.
Four ways organizations can leverage mission in order to motivate and retain talent.
By Shannon Schuyler
To succeed, a company must consider its North Star: Why it’s in business; what brings humanity to its suite of services; and what brings meaning to the hours of work its people invest in solving problems. According to PwC’s 19th Annual CEO Global Survey, CEOs across industries are acknowledging that a business purpose—a clear reason to exist beyond making money—goes hand-in-hand with a sound business strategy. But how is purpose being adopted in organizations and resonating with employees? To find this out, PwC conducted a dual survey of more than 1,500 full- and part-time employees and 500 business leaders in the United States across 39 industries. Four findings from Putting Purpose to Work stand out:
In today’s competitive business environment, mobility is more than just relocating employees to new markets. It means creating a global business plan around the drivers and goals for annual relocations—and seeing beyond the bottom line in terms of measuring the efficacy of mobility programs.
Unfortunately, there is often a disconnect between global mobility efforts and larger organizational objectives for talent management, especially within large companies. This can make strategic, talent-oriented actions, such as hiring and benefit management, difficult to synergize. There are several reasons for this disconnect, including a divided understanding of the purpose of global mobility function. In fact, new research from Brookfield Global Relocation Services suggests that while 46 percent of employees say that the primary role of global mobility is to support and serve relocated employees, another 44 percent believe that global mobility mainly exists to provide expert advice to stakeholders throughout the company.
The reality is that relocation should be working in both of these ways—and the expectations placed on global mobility professionals are only growing and becoming more strategic. So where does the process of alignment begin? A good place to start is by identifying the greatest barriers to alignment and crafting long-term solutions. Here are just a few of the problems that keep mobility and talent management disconnected—and ways to solve them.
By Nathalie Bression, Tony DiRomualdo, and Harry Osle
Transformation remains a main initiative for HR organizations in 2016, finds the 2016 HR Key Issues study from The Hackett Group. Many companies are planning to overhaul key components of their service delivery models in order to meet business and HR performance goals.
The bottom-line findings of this research are threefold:
A new total rewards strategy allows employees to select specific benefits that accommodate their lifestyle.
By Craig Dolezal
Organizations are facing an unprecedented shift in the makeup of the workforce that is changing the way employers are thinking about their benefits programs. This has happened before, and organizations have risen to the challenge. Take, for example, employer-sponsored health insurance programs were introduced to the market due to post-WWII wage controls and a need to hire and retain employees in a growing economy with rewards that went beyond cash compensation.
A new report reveals meaningful work and benefits are core to an engaged workforce
By Matt Straz
When strategic HR leaders aim to solve the biggest priorities for the year—employee engagement, balancing performance with purpose at work, and perfecting total compensation—their solutions tend to fall under one umbrella: New. New snacks, flashy new perks, and even a new ebook with a code of culture for the organization to test. Each of these new gimmicks is meant to score a quick win—with the hopes of taking the company culture to the next level.
Organizations are leveraging recognition programs to drive productivity and results.
By Russ Banham
As the impact of recognition programs has grown in recent years, so has the framework behind rewarding employees for exemplary work. They go well beyond acknowledging an employee for length of service. Best-in-class programs incent specific employee behaviors and enhance overall workforce engagement and productivity. They can also encourage greater collaboration, generate out-of-the box ideas, and enhance esprit de corps.
Just in time, too. A well-crafted recognition program can be a great tool to reduce turnover rates. Recognizing employees for their unique contributions makes them feel their work has purpose, which contributes to self-confidence and job satisfaction.
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