Magazine Article

Editor’s Note: L&D Takes the Lead

By Debbie Bolla Learning and training approaches cover a wide spectrum of employee development and nowhere does this feel more apparent than our June issue. Inside our 25-page special report,…

HRO Today Association: New Members Bring New Energy

I’m pleased to share that both the HRO Today Association and the CHRO Today Executive Network (C-TEN) have experienced substantial growth within the practitioner community since the beginning of 2021. After an extremely stressful year—especially for those in HR—CHROs and other HR professionals are eager to connect with peers to learn, share, and prepare for the future of HR.

New members include:

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. But a survey by Targus found that despite everything, 40% of office workers across Europe haven’t discussed new work arrangements with their bosses. Without those conversations, the risk of disengagement at this point in the pandemic cycle is very real.

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.

Looking Forward

For companies seeking a more inclusive, equitable, and diverse workplace, data can reveal a clear path to success.

By Marta Chmielowicz

When an organization came to Korn Ferry with the goal of improving the diversity of its upper-level leadership team, a root analysis was in order. By leveraging workforce data to understand the underlying causes of racial inequity in their workplace, the client was able to gain insight into a powerful lever of inclusion and develop strategies to create lasting change. Other companies struggling to create safer and more inclusive, equitable, and diverse workplaces have a valuable lesson to learn from this approach: data can reveal a clear path forward.

Evolving Employer Branding

Employers need to redefine their EVP and employer brand to respond to the transforming world of work.

By Marta Chmielowicz

As COVID-19 restrictions lift and the U.S. economy begins to recover, employees are seeking out new job opportunities in droves. In fact, Achievers’ 2021 Engagement and Retention Report shows that 52% of employees plan to look for a new job—up from 35% in 2020. To remain competitive and attract top talent in this environment, organizations need to revamp their employee value proposition (EVP) and brand strategy to meet the needs of today’s evolved workforce.

Generation Next

Strategies to develop a holistic workforce strategy to attract younger talent and contingent workers.

By Vish Baliga

The pandemic has challenged companies to rethink their workforce strategies in profound ways, particularly with respect to remote work and gig opportunities. Much of the U.S. has become a work-from-home economy, with over 42% of the workforce now working from home or a remote location full-time. Many of the concerns associated with working from home have been addressed with the aid of new technologies and work practices. In fact, the pandemic-induced remote work environment has provided ideal conditions to validate the benefits of remote work for organizations, workers, and society at large.

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