Tag Archives: Leadership

Un-Conventional HR

Liz McAuliffe

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.

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CEO’s Letter: CHRO Compensation – What Drives the Market for HR Talent

HRO Today

By Elliot H. Clark

I live in Philadelphia and I remember the media hullabaloo about the compensation paid to the baseball star Bryce Harper to join the local team. As one grave-faced sportscaster put it, “Well, there is a market value to talent—this franchise just got the bill.” I decided two things right at that moment: First was to never take market economics lessons from a guy who reads game scores for a living, and second was to see if the research team at HRO Today could figure out what drives the salaries for top executives in human resources. You will find the summary report in our upcoming second annual CHRO Today special edition (published with October), but I thought I would give you a few highlights.

We pulled the publicly available data on the Fortune 500 and found the CHRO compensation data on 88 senior-level HR executives from those companies. With a sample size of nearly 18 percent, we felt we had enough data to do a very valid market analysis. We split the market into the Fortune 50, the Fortune 100, Fortune 200, and Fortune 500 bands. We also looked at correlations to salary, total cash compensation, and total non-cash compensation (stock options and grants).

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Increasing Equality

Gender Equality

Progress may be slow, but organisations are finding success with programmes that promote gender inclusion.

By Michael Switow

When Aliza Knox, a tech industry veteran with a track record of growing global brands in Asia-Pacific, applied for a job with the content delivery network Cloudflare, she did her homework. She went to the company’s website and came across a day-long forum it had sponsored. What struck her was that almost every discussion had at least one woman on the panel. There was even a session with two female professionals and no men—a rarity in an industry that is 80 per cent male.

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Entrepreneurial Spirit

Entrepreneurial Talent

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.

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Reaching New Heights

Diverse Leadership

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.

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In the Right Direction

Pay Equity

Gender pay inequities exist but the gap is narrowing.

By Katie Bardaro

Gender pay inequities persist in 2019, but not necessarily in the way many people think. There is a lot of miscommunication and confusion about the gender pay gap, so let’s set things straight. PayScale leveraged pay data from 1.8 million employees to compare the overall median pay for women to the overall median pay for men and found that women earn 79 cents for every dollar earned by a man. When accounting for the intersectionality of race/ethnicity and gender, this pay gap ranges from 74 cents on the dollar (African American and Hispanic women) to 93 cents on the dollar (Asian women).

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Raising the Curtain

HRO Today Forum NA

Get an inside look at this year’s HRO Today Forum North America.

By The Editors

Across three days of dynamic programming, 69 CHROs, 24 global heads of talent, and hundreds of senior-level HR executives came together with one common goal: to redefine how HR is done. On the agenda? Networking, thought leadership, and debate.

Click here to view a sneak peak into the 2019 HRO Today Forum North America.

HR Innovation

CHRO of the Year Award

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.

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Strength in Numbers

Team Relationships

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.

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Higher Learning: Lessons in Leadership

HRO Today Global Autumn

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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