Workforce Management

Digital Connectivity

CHRO Cindy Fiedelman shares how she navigates the safety of both essential and remote workers during the global pandemic while overseeing an acquisition.

By Debbie Bolla

The COVID-19 pandemic posed many challenges for nearly all business leaders, but add on a European acquisition conducted mainly virtually and you’ll start to feel the weight on Cindy Fiedelman’s shoulders. The CHRO of Digital Realty, a leading global provider of data center solutions, rose to the occasion, ensuring the safety of her essential and remote workers; ushering in a new workforce that doubled the size of the business; and aiding in corporate strategy. In fact, she says, “This couldn’t have been a better year to be an HR leader.”

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Making Work Work for Women

Facing unique circumstances, employers are offering additional support to retain female employees.

By Marta Chmielowicz

The events of 2020 have been challenging for most, with lockdowns, school closures, and the switch to remote blurring the boundaries between work and home like never before. Women in particular have been impacted, often responsible for shouldering a large share of childcare, household labor, and homeschooling on top of a full day of work.

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A New Era of HR

Three ways to drive lasting change in the ever-changing business climate.

By Rebecca Sinclair

From the COVID-19 pandemic to social unrest and the presidential election, the workforce has experienced more disruption and distraction in the last six months than ever before. 2020 has ushered in a new era for human resources with much of the workforce now remote and businesses seeking new ways to boost productivity and maintain company culture.

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Top Concerns of CHROs

Six HR leaders share solutions to the issues keeping HR up at night: the impact of COVID-19, workforce planning, business agility, and the skills gap.

By Marta Chmielowicz

2020 has been a whirlwind of a year and HR leaders have found themselves at the frontlines, leading the charge into a new and uncertain reality. Throughout the COVID-19 pandemic, shelter in place orders, and social unrest of the past months, HR leaders have maintained a sense of normalcy while adapting to the changing needs of their businesses and the workplace at large. Now, they must develop a plan to face the unknown obstacles that lie ahead.

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Values Know No Boundaries

Work today transcends boundaries and company culture must follow it.

By Donna Kimmel

COVID-19 has turned the world of work upside down and is shaking it like a snow globe. Work is no longer a place employees go, but something that happens everywhere and knows no boundaries. In this moment of transformation, what has become of corporate culture?

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New Workplace Realities

Heading into the recovery phase, organizations should consider putting these five measures in place.

By Billie Hartless

The last six months have offered a petri dish experiment for both personal and professional ways of adjusting to extreme change. The abrupt transition to remote wasn’t easy for every employee or organization to make. Even now, the current business operating environment remains challenging. Some lessons are emerging, however, which offer guideposts that HR can look to when developing long-term plans for the new workplace realities. Here are five best practices that have emerged after navigating the pandemic crisis.

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Aiming at Agile

How can HR implement this strategy in order to benefit their business?

By Marta Chmielowicz

“Agile” has long been a business buzzword, but the COVID-19 crisis has accelerated its adoption across the HR function. The uncertain and ever-changing nature of the pandemic has forced HR leaders to transform their business priorities, talent management practices, and technology tools in the blink of an eye.

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Data-Driven Strategy

Following these eight steps is critical to unearthing culturally relevant data insights.

By Michael Switow

There is no shortage of data for HR professionals. From recruitment data to promotions, productivity, absenteeism, timesheets, expenses, and retention metrics, data that can be used to craft better workforce strategies is being created every day. Yet many HR leaders struggle to realise the power of people analytics, choosing instead to rely on instinct and experience.

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Editor’s Note: Sentiment and Data

By Michael Switow

As Asian companies negotiate the starts and stops of the COVID-19 pandemic—economic contraction, altered ways of working, plus new opportunities and challenges—an increasing number of HR decision-makers and employers are unhappy at work.

A recent survey by JobStreet reports that nearly half of Singaporean hirers say that being the bearer of bad news, including announcing layoffs and salary cuts, has left them psychologically drained, whilst one-third of employers report being unhappy at work.

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Ahead of the Curve

Agile thinking and innovative HR initiatives define the achievements of the 2020 CHRO of the Year Award finalists.

By Marta Chmielowicz

In the past year, the business world has had to face unprecedented obstacles. A pandemic rocked the global economy, halting travel and forcing companies to indefinitely shut their doors. Civil unrest in the U.S. followed, propelling a national conversation about race and diversity and putting the spotlight on the corporate response. And now, businesses are forced to navigate the safe transition back to the office in a time of ongoing uncertainty.

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