Speaker: Aubrey Blanche, Director of Equitable Design & Impact, CultureAmp
By Elliot H. Clark
I have been chided before by our editorial team for sinking my fangs into a provider here and there. I have rarely commented on the HR practitioner audience. Throughout 2020, there have been numerous important HR-related stories. From HR’s response to the coronavirus pandemic to the role of HR in social progress with California Assembly Bill 5 (AB5), HR has been at the forefront of the business news. But Wells Fargo is an HR story that has been broken up into fang-sized bites—a story of the complete and utter failure of cultural management at one of America’s largest banks.
How do I loath thee? Let me count the ways. Four years ago, Wells Fargo was embroiled in a series of awful headlines about creating fraudulent banks accounts and loan accounts. At the time, CEO John Stumpf, who later resigned in the wake of these scandals, blamed overzealous employees trying to maximize their commissions and succumbing to greed. This was cold comfort to the thousands of customers who had to actively engage in credit report repair and who were being harassed for loan payments on accounts they knew nothing about. Stumpf at the time promised an overhaul of Wells Fargo’s culture and compensation schemes to avoid this happening in the future. Hold that thought as we move chronologically—we will come back to that issue after we take a side step into a recent diversity and inclusion fiasco.
Strategies to keep corporate giving and volunteerism a business imperative in a virtual environment.
By Angela Harrell
Over the past year, the ramifications of COVID-19 have forced people across the U.S. into a new way of living. Even now that the first wave of the pandemic has ebbed, there are local communities that continue to suffer in unimaginable ways. In response, mid- to large-sized companies are bolstering their corporate giving efforts to aid their communities’ revival.
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?
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.
Recognition programs can help promote collaboration and camaraderie within a remote workforce.
By Marta Chmielowicz
Many companies have been forced to institute mandatory work-from-home policies throughout the pandemic, but while some employees are finding the transition a welcome change of pace, the shift to remote can be isolating for people used to working collaboratively in an office.
A new incentive programme was instrumental to driving business results and culture change at Gates Corporation.
By Michael Switow
When the Gates Corporation hired Rick Goh to be its HR director for East Asia and India four years ago, the Denver-based multinational organisation was undergoing a cultural transformation following its acquisition by the Blackstone Group two years earlier.
Three lessons learned from the pandemic’s quick shift to a remote workforce that will have a lasting impact.
By Joan Burke
HR teams have always evolved quickly, but 2020 has truly tested the limits of what’s possible. At the beginning of the year, DocuSign embarked on a study to take the temperature of today’s HR leaders. The results of the HR Trends 2020 report found was that these professionals overwhelmingly recognize hiring (28 percent) and employee benefits (16 percent) as their top two priorities, but are running into hurdles freeing up time to focus on those responsibilities. In a standard week, tedious operations and payroll tasks left respondents with hardly any time to do their most important work. Half a year—and one global pandemic—later, it’s more apparent than ever that HR needs to evolve.
By Debbie Bolla
During times of uncertainty, a strong company culture aligned to core organizational values is paramount in maintaining business fluidity and high levels of employee engagement. For some organizations, the recent COVID-19 global pandemic has been a testament to that.
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