Tag Archives: Magazine Article

Supporting Careers with Special Needs

Disabled

Three organisations share the business case for inclusive hiring and their strategies for truly embracing the disabled workforce.

By Michael Switow

Employee turnover in a key department at ADERA Global, a Singapore-headquartered data management company, had reached critical levels. The company processes several million pieces of data on a daily basis for financial companies and government agencies. Its end products include credit card bills and bank statements posted to consumers every month. However, more than half of all the employees in the customer billing department—even part-timers—were quitting within three months.

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Appreciating Good Work

Recognition Programme

The APAC region is beginning to realise the value of employee recognition programmes.

By Michael Switow

“Catch people doing things right,” advises Tom Mehrmann, the president and general manager of Universal Studios Beijing, in “Taming the Mouse,” a business leadership book that he published this year. “For too many bosses, criticism is easy whilst praise is scant,” he writes.

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Singapore: Poor Numbers Belie Economic Transition

Singapore

What slow economic growth means for HR and the workforce.

By Michael Switow

Singapore’s economy is beginning to show signs of collateral damage from the trade war between the United States and China. The manufacturing sector has been hit particularly hard, but the top line numbers also belie an economic transition that is benefiting modern service providers like data centres and internet companies.

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Editor’s Note: 2020—A Clear Vision?

HRO Today

By Debbie Bolla

2020 is poised to be a year of transformation. I recently had the opportunity to co-lead a think-tank session at our HRO Today Forum EMEA in Dublin with Julie Sharp and transformation was on her mind. Sharp is a seasoned, senior-level HR executive who has headed up HR across the globe including in APAC at Citibank Australia. With so much technological innovation infiltrating the marketplace and an increasing level of pressure to execute an effective people strategy, HR needs to prepare for change. Sharp says there are two questions that HR needs to asking to be ready for the future of work.

1. How has the HR profession reacted to the complex changes in the area of digital science and technology? The answer is a bit unclear. A recent survey from KMPG found that some forward-looking HR leaders are working on strategic plans to implement new platforms in the areas of analytics and automation. Two-thirds of respondents agree that HR has undergone or is undergoing a digital transformation, but only 40 per cent of HR leaders have a digital workforce plan in place.

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Cognizant of Change

Bhaskaran

Head of HR Pradeep Bhaskaran shares his organisation’s tech strategies for managing an agile and collaborative international enterprise.

By Simon Kent

In 2007, Pradeep Bhaskaran joined Cognizant to oversee HR for 10 countries around the world. Today, that number is 47. As head of HR for global growth markets, Bhaskaran is responsible for more than 60,000 associates across 52 nationalities that speak 34 languages. And those figures are only set to grow.

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Engaging With Integrity

Clarke

By adopting four management practices, employers can ensure their workforce remains engaged and productive.

By Simon Kent

If there’s one constant running through all HR agendas, it is the task of getting the best from employees. Today’s labour market, especially across EMEA, is candidate-led. There are quite simply not enough appropriately skilled people to fill the supply of available jobs, and as technology continues to evolve, this situation will only become more pronounced. How can organisations be certain to retain their workers and get the best from the talent they already have?

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And The Winners Are

Notable achievements of the HR leaders recognised at the HRO Today Forum in Dublin.

By The Editors

In today’s competitive business world, talent has the potential to be the greatest strength of an organisation and one of its most powerful sources of competitive advantage. But developing a top talent pool requires more than just a good recruitment strategy: culture, technology, data insights, benefits, learning, engagement, and more are emerging as top considerations.

Chief HR officers are responsible for managing all of these elements of the talent strategy whilst delivering business results. To honor the contributions of these incredible leaders, HRO Today is proud to present the 2019 Leaders of Distinction Award winners and the HRD of the Year Award winners.

Click here to read about the award winners.

Editor’s Note: A Clear Vision?

HRO Today

By Debbie Bolla

2020 is poised to be a year of transformation. I recently had the opportunity to co-lead a think-tank session at the HRO Today Forum EMEA with Julie Sharp and transformation was on her mind. Sharp is a seasoned, senior-level HR executive who has headed up HR for such firms as Bank of Ireland, ING, and Citibank Australia. With so much technological innovation infiltrating the marketplace and an increasing level of pressure to execute an effective people strategy, HR needs to prepare for change. She asked the audience a few different questions and provided some food for thought.

How has the HR profession reacted to the complex changes in the area of digital science and technology? The answer is a bit unclear. A recent survey from KMPG found that some forward-looking HR leaders are working on strategic plans to implement new platforms in the areas of analytics and automation. Two-thirds of respondents agree that HR has undergone or is undergoing a digital transformation, but only 40 per cent of HR leaders have a digital workforce plan in place.

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2020 and Beyond

2020

HR leaders predict how cultural, social, and technological shifts will impact the way people work in the coming year.

By Marta Chmielowicz

Not too long ago, HR professionals were relegated to the realm of “personnel management”—paper-pushers responsible for administrative tasks and little else. But as organizations have grown and globalized in increasingly challenging environments, so has the role of human resources. Today’s HR departments are deeply rooted in organizational planning and business strategy, more essential to the success of a company than ever before. HR leaders have made their way to the C-suite, guiding strategies that unite the goals of a business under one umbrella: talent. From helping employees navigate their careers to delivering data and analytics about business performance, their contributions are numerous and multi-faceted. And that is only the beginning.

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