Any World-Class Workforce operates as an integrated part of the business. Globally integrated it operates locally, and is powered by highly skilled HR professionals and business partners. It functions on data using research, analytics and logic to make HR work, and drives managers to make data-driven decisions.CHRO Leadership and Tomorrow
CEO’s Letter
By Elliot H. Clark, CEO
This month we preview our annual Chief HR Officer of the Year awards (see finalists on page 10). Modeled after our highly successful CEO program administered by sister publication Corporate Responsibility Magazine, it will feature a dozen finalists selected by our editorial team that is then sent to a panel of judges composed of prior winners. The process is overseen by myself in partnership with Dr. Peter Cappelli of the Center for Human Resources Studies at the Wharton School of the University of Pennsylvania. This is a peer-reviewed award for the annual winners. We received many more than 12 nominations so even being a finalist is an honor. The winners will be announced at our CHRO of the Year Dinner held May 4th at the Westin Hotel in Philadelphia in concert with our HRO Today Forum, North America.
Solutions Found Here
The sessions at this year’s HRO Today Forum address the top concerns of HR executives.
By Debbie Bolla
Telling Your Tale
Companies that communicate an authentic employment brand have much to gain in today’s hot talent market.
By Russ Banham
Turning Around a Turnaround
Darrell Ford is tasked with leading a dedicated HR team as a global organization adjusts to market needs.
By Kim Shanahan
Darrell Ford was recruited to Advanced Micro Devices (AMD), a global technology company, as SVP and CHRO three years ago in the midst of a comprehensive turnaround. A Fortune 500 company that competes directly with Intel and other global semiconductor players, AMD has more than 10,000 people in 50 locations across 31 countries and reported 2014 annual revenue of $5.5 billion. As Ford knows all too well, a turnaround CHRO requires a different type of skillset. He or she needs the courage to drive change and encourage stability while facing competing pressures and intense scrutiny on a daily basis.
CEO’s Letter: Happily Ever After
Happily Ever After
By Elliot H. Clark
Happily ever after is the way most fairy tales end, but real life has a way of making them, well, fairy tales. I had an old friend who used to say that you could tell the difference between a fairy tale and a war story because fairy tales began with “once upon a time” and war stories started “this s#*t really happened.” When it comes to HR and the selection of HR partners, it typically starts as a fairy tale and ends as a war story.
Taking Flight
EVP and CHRO Lisa Buckingham’s role expands outside of HR—and it has given her wings to fly.
By Kim Shanahan
Many HR leaders are tasked with expanding their roles beyond the basics of human resources. Lisa Buckingham, executive vice president and chief HR officer for Lincoln Financial Group, is one of those executives who is doing just that—and doing it well. She is currently responsible for HR, brand and enterprise communications, and corporate social responsibility activities for the financial services company. Headquartered in the Philadelphia region, Lincoln Financial Group is a Fortune 500 company with more than 10,000 employees. With a strong focus on four core business areas—life insurance, annuities, retirement plan services, and group protection—the business is built around supporting, preserving, and enhancing customers’ lifestyles and providing better retirement outcomes.
CHRO Challenges
A new survey reveals the top three challenges facing HR. Advice on how to turn them into opportunities.
By Paul Mandell
Chief HR officers (CHROs) of today’s global businesses have more on their plates than ever before. From new laws and regulations that differ by jurisdiction to an evolving international labor supply, the challenges of HR management seem to multiply and become more complex with each passing day. Consero Group’s Chief HR Officer Data Survey set to gain the perspective of senior corporate executives with the goal of identifying their most significant challenges. The survey results point to three top concerns—but with proper planning and advice, they can be overcome.
Editor’s Note: Challenge Accepted
By Debbie Bolla
Editor-in-Chief
Everyone faces challenges in their roles and HR is no exception. As I read through this month’s issue, three concerns appeared in not just one but multiple stories, suggesting a trio of pressing matters for HR executives across the board.
Driving HR’s Impact
Chief People Officer Gary Snyder’s approach to human capital management is pivotal to winning business.
By Kim Shanahan
Let’s assume for a moment that the effectiveness of your HR function was the secret to making or breaking your company. Would you change your HR leadership? Invest more money in the function? Hold the function to a higher standard? Applaud and have confidence that your company is in good hands?
On The Agenda
HR executives need to focus on company culture, employee engagement, and better decision-making in the coming year.
By Debbie Bolla
2015 is setting up to be an exciting but challenging year for human capital management—one that will require savvy maneuvering by skilled HR executives in order to attract, engage, and retain what truly makes the workforce thrive: talent. For the last few years, decision-making power has remained with organizations, but as economic confidence gains momentum, the job landscape will become a candidate’s market in the coming year.
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