By Renée Preston
I’d like to start by examining the word “choice.”
“Choice—the right, the power, the opportunity to choose. It is your right to choose. It is immense power to be able to choose. It is a tremendous opportunity to have the freedom to choose. Not making a choice is still, indeed, a choice.”
By Renée Preston
We live in a world where news spreads as an event is still taking place. Not only is the speed in which we receive information increasing, so are the number of messages and the mediums—from email and text to social media and apps like Slack and WhatsApp. We’re drowning in content and attention spans are shorter than ever, yet engaged employees are still key to company success.
How can HR leaders communicate with the workforce effectively while keeping in mind that email may not be the best option for everyone? What alternative communication strategies are needed to cut through the noise? For most organizations, there is no single solution, as we need to consider how various employees can effectively receive information.
Leading D&I for a minority majority company, SVP of HR and D&I Jacqueline Welch reveals strategies that drive results.
By Debbie Bolla
Industry research shows that diversity and inclusion (D&I) efforts can provide organizations with a competitive edge: McKinsey reports that the most ethnically diverse companies are 35 percent more likely to outperform their counterparts and Bersin by Deloitte research finds that inclusive companies are 1.7 times more likely to be innovative leaders in their fields. Jacqueline Welch knows this—and more. As senior vice president of human resources and diversity and inclusion and chief diversity officer at Freddie Mac, she has made D&I a real priority for the organization. Here, she shares how to increase, communicate, and measure D&I efforts.
Four strategies that build synergies with HR and help achieve upward mobility.
By Maria Bunting Smedley
In my 20-plus year career as an HR executive, I’ve witnessed first-hand that as professionals assemble their career development resources to help weather the ups and downs of climbing the corporate ladder, the value of an HR partnership is often overlooked. But it shouldn’t be: HR is responsible for creating policies and crafting the framework that drives compensation, promotions, succession planning, career development, and talent management decisions. However, the “power” of HR is derived from three major components: access, information, and influence.
Debbie Kemp shares the keys to a successful onboarding process—and why it matters.
By Debbie Bolla
As a global human resources and operations leader, Debbie Kemp understands the impact a strategic onboarding process can have on the bottom line. Simply put: It takes time and money to hire the right talent so it’s critical that organizations take a few steps not to lose them, she says. Here, the member of the CHRO Today Executive Network (C-TEN) explains who owns onboarding, effective approaches, and their impact on retaining talent.
By D. Zachary Misko
Sensitivity, confidentiality, and insight are all required of great HR leadership. However, the nature of most HR issues requires the utmost discretion. In perhaps no other role does the phrase “lonely at the top” describe daily life as well as it does for the CHRO. There is no more daunting task than to help an organization get hundreds, thousands, or tens of thousands of employees all striving in the same direction and all agreeing to common goals and cultural precepts. However, where do HR leaders go for advice, support, or best practices? There are few answers to that question that come even close to the many choices available for other C-suite officers.
For that reason, in a landmark collaboration, HRO Today magazine and the Wharton Center for Human Resources have combined forces to create the CHRO Today Executive Network (C-TEN), which officially launched in November of 2017, for CHROs. A program for talent acquisition leaders was also created and launched in January of 2018: the Talent Acquisition Leaders Executive Network Team (TALENT).
By D. Zachary Misko
Sensitivity, confidentiality, and insight are all required of great HR leadership. Because the nature of most HR issues requires the utmost discretion, in perhaps no other role does the phrase “lonely at the top” describe daily life as well as it does for the CHRO. There is no more daunting task than helping an organization get hundreds or thousands or tens of thousands of employees all striving in the same direction and agreeing to share common goals and cultural precepts. But where can HR leaders turn for advice, support or best practices? The choices are few and far in between, especially compared to other C-suite officers.
For that reason, in a landmark collaboration, HRO Today magazine and the Wharton Center for Human Resources have combined forces to create the CHRO Today Executive Network, or C-TEN.
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