Shining a light on hot topics and organizations who are leading the way in the HR space.
Typically, the responsibility for managing diversity and inclusiveness in an organization falls within the human resources function. However, when a situation goes beyond the capacity of HR leaders and forces a company CEO to respond, this indicates more needs to be done to reduce the risk of public humiliation and its impact on the company’s bottom line. So, what should HR do? Train your managers. Sure. But, is it feasible?
We’ve all heard of the evolution in performance management – moving away from a traditional approach to one that is more modern to better reflect today’s operating environment. So how has pay for performance (P4P) evolved to keep pace with these changes?
We all know that digital transformation is here. But getting it right requires a close, data-driven look at where the organization can add the most value – both through its people and new technologies.
We set out to understand what these HR departments could do to create immediate value for their organizations through better metrics & reporting, while still putting the foundations in place needed to enable more advanced analytics.
Presenting a realistic view of the lived employee experience, and overall life at the organization, is one challenge that is seen repeatedly, both in research and in working with members. Activating employee ambassadors is one solution.
In an environment of constant change, learning and development (L&D) should play a critical role in ensuring that the workforce is ready to respond to the ever changing needs of organizations.
Making the leap from individual contributor to people manager can be tough. People are often promoted to management because they are doing well in their current job, but that doesn’t mean they’ll magically know how to be successful at leading people.
Research has shown that strategic HR departments outperform their tactical and operational counterparts in both effectiveness and contribution to organizational success. Yet HR departments must continuously do more with less since growth in overall FTE is not expected to be mirrored in HR.
For years, organizations have relied on formal structures to guide employees on how to do their work. However, org charts only tell half the story of how work gets done in an organization. The reality is that employees work with whomever they need to. There is now a way to measure those interactions and further enhance them to increase the chance of success.
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