Tag Archives: November-2020

Top Concerns of CHROs

Six HR leaders share solutions to the issues keeping HR up at night: the impact of COVID-19, workforce planning, business agility, and the skills gap.

By Marta Chmielowicz

2020 has been a whirlwind of a year and HR leaders have found themselves at the frontlines, leading the charge into a new and uncertain reality. Throughout the COVID-19 pandemic, shelter in place orders, and social unrest of the past months, HR leaders have maintained a sense of normalcy while adapting to the changing needs of their businesses and the workplace at large. Now, they must develop a plan to face the unknown obstacles that lie ahead.

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A Catalyst for Change

How the global pandemic will shift hiring practices as businesses start to recover.

By Christina Ioannou

2020 has been a year of change, especially for HR teams across the U.S. as they navigate the effects of COVID-19. As a result, HR managers have completely shifted how they evaluate candidates and the overall qualities they view as desirable. Following the initial layoffs and hiring freezes caused by the shock to the economy, now, six months later, some companies are ramping up hiring again as their businesses start to recover.

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Keeping Mobility Moving

With cost savings and a consumer-like experience, a customized à la carte approach to relocation is empowering organizations and employees alike.

By Debbie Bolla

Perhaps an unexpected outcome of the COVID-19 pandemic is a recent uptick in relocation in some areas. Highly dense and expensive cities like San Francisco and New York City have experienced residents moving to locales with greener pastures. In fact, according to moveBuddha, searches in NYC suburbs have increased nearly 250% compared to the same period last year. This type of data shows that employees have not ruled out relocation—and neither have organizations.

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CEO’s Letter: “W”ells “T”he “F”argo and “Cultural Rot”

HRO Today

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.

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Coming Together

The upcoming virtual HRO Today Forum will cover topics ranging from talent development to employee engagement and D&I.

By Marta Chmielowicz

Over the course of this year, HR professionals have played a critical role in leading their organizations through some of the toughest workplace challenges they’ve ever faced. They have taken unprecedented measures to keep their employees safe while navigating through significant variability in business needs; the shift to remote work; and the need for new processes around recruitment, communications, and talent management. Every day, they have shown up and worked around the clock to help their companies survive this period of uncertainty.

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Stepping Up

RPO partners have helped develop business continuity plans and implement the technology needed to recruit and onboard virtually during COVID-19.

By Nikki Edwards

So much for 20/20 vision! The world at large didn’t understand the potential impact of COVID-19 until it was too late, and many thought it would be over within a matter of months. And while most are glad to see the back of 2020, the reality is that organizations will have to work around COVID-19 for the foreseeable future.

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Diversity Driven By Data

Four best practices to consider when implementing more inclusive hiring practices.

By Dr. Christy Petrosso and William T. Rolack, Sr.

Organizations looking to quickly boost employee representation can use predictive data to understand which markets have the largest number of available diverse candidates for specific roles, and focus pipelining efforts in those areas. This hyper-targeted approach delivers a bigger return on diversity hiring investments, especially when working with limited resources, which is the case for many companies today given the ongoing economic uncertainty.

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A Community Focus

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.

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Values Know No Boundaries

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?

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New Workplace Realities

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.

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