Making Moves
Enabled by technology, AXA has built a strategic mobility program critical to achieving business goals.
By Debbie Bolla
Global mobility is a key aspect to AXA’s talent management strategy. Headquartered in Paris, the multinational insurance firm transfers between 700 to 900 assignees per year in roles for emerging leaders in critical growth markets. AXA’s mobility team, based in several countries, was looking to making improvements to it programme including providing consistent, high quality support and improving the satisfaction of international assignees. Technology was key to achieving these goals. AXA partnered with Topia to leverage its global talent mobility platform to streamline operations across its 70 worldwide entities and improve reporting and data monitoring management.
The Leadership Equation
Identifying employee potential, creating career paths, and developing hard and soft skills all add up to future success.
By Simon Kent
Identifying and developing leadership talent is a particular challenge for HR. From succession planning and development to external talent acquisition, HR leaders need to ensure there are practices to identify and place talent that will help the business thrive. Even in the face of the pandemic, forward-thinking organisations have prioritised their leadership programmes, ensuring their businesses have a strong direction despite stormy waters.
Keeping Compliant
Remote and hybrid workforce models add another layer of risk and complexity.
By Simon Kent
The challenge of delivering compliance across a remote and now increasingly hybrid workforce is summed up by Robert Hicks, group HR director at Reward Gateway: “The easiest way to think about it is if you have 100 staff, you have 100 locations, and you need to make sure each one is managed as you would just one location,” he says.
Maintaining Momentum
Many factors have actually increased employee engagement over the last year. Now, the challenge is to keep it on the rise.
By Simon Kent
For some businesses, the COVID-19 pandemic heightened the emphasis on employee engagement, resulting in improvements to worker attitudes and productivity.
Editor’s Note: Learning Curve
By Simon Kent
HR could be forgiven for breathing a sigh of relief this year. Whilst it is by no means over, the immediacy and severity of the pandemic seems to be declining in many regions—and companies around the world are emerging, blinking in the light of economic upturn after months of lockdown and decline. And yet, for those in charge of employees across the business world, this is no time to rest on laurels.
The return to the office or on-site work might be welcomed by some as a return to normalcy, but it still brings great challenges. An ever-moving workforce can be more difficult to engage with. Keeping track of an employee’s location and ensuring they are working in a safe, secure, and compliant way adds additional complexity. In short, HR has another dimension of compliance to contend with: Where is the workforce and is it the best location they can work from?
The Road to Progress
LGBT+ employees face significant barriers to inclusion in the workplace.
By Marta Chmielowicz
Whilst diversity and inclusion have long been lauded as key strategies to improve belonging and engagement at work, the reality is that many organisations struggle to create an inclusive workplace for all employees. LGBT+ individuals in particular face significant hurdles at work, with the CIPD’s Inclusion at Work study revealing higher instances of workplace conflict, harassment, discrimination, and psychological safety.
A New Approach to TA
Turkcell’s digital process has revolutionised recruitment for early career talent.
By Marta Chmielowicz
Turkcell, the leading mobile phone operator in Turkey, realised that empowering today’s youth is critical to laying the groundwork for a more sustainable future. By engaging recent graduates and early career talent, the company tapped into a promising talent pool—a prospect that was especially enticing given that Turkey has the highest proportion of youth in the EU, with nearly half of its population under the age of 31.
COVID-based Claims
New research finds that organisations should be ready for a litany of claims based on COVID-19 mismanagement.
By Debbie Bolla
Organisations are anticipating COVID-related litigations to skyrocket this year, with Gallagher finding that seven in 10 claims management companies already reported receiving claims based on COVID-19. Even further, of those claims management companies that haven’t received claims yet, three-quarters (76%) said they were expecting an increase over the coming months. The research also anticipates that claims will cause a 40% rise in litigation compared to previous years.
Workplace Cybercrime: On the Rise
The shift to remote working has put organisations at increased risk.
By The Editors
As the COVID-19 pandemic forced the U.K. and the world at large to issue regional lockdowns, businesses had to swiftly move to remote work environments. The heavy reliance on technology paired with the rate at which the transformation was required has opened organisations up to potential risk: cybercrime.
Falling Downward
Worldwide employment rate staggers from COVID-19’s impact.
By Larry Basinait
2020 was a year like no other. The United Nations estimates that the coronavirus pandemic caused the equivalent of more than a quarter of a billion lost jobs. The UN’s International Labour Organization (ILO) found that a full 8.8% of global working hours were lost in 2020 compared to the fourth quarter of 2019. That is equivalent to 255 million full-time jobs—a number “approximately four times greater than the number lost during the 2009 global financial crisis,” the ILO said in a statement.
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