You may be sitting at home right now, asking yourself this very question! I wonder what my CEO prefers I do in my role. It’s a valid question, and one I find that great HR leaders already know the answer to, because they ask the question, often!
Few chief learning officers (CLOs) disagree they have a mandate to ensure that learning initiatives align with organizational strategy. A great deal of research exists about how to align the two. However, what does it look like for employees to connect their learning and development with an actual organization’s strategy?
To lead in an ever-changing world, today’s chief HR officers (CHRO) must act swiftly, pushing through unfamiliar boundaries to find innovative business solutions. At the same time, they must continue to ensure the excellence of transactional HR programs such as pay and benefits.
On May 22, @shrmnextchat chatted with @JenniferMcClure about The 4 Strategies to Meet Business Challenges and Deliver Maximum Impact on Results #SHRM19.
If you missed this excellent chat and preview to Jennifer's #SHRM19 mega session, you can read all the tweets here or below:
To thrive in the business environment of the future, the competencies and capabilities of HR professionals must evolve. HR leaders must know the business, focus strategically, solve business problems and understand how to influence change. HR leaders who master these skills can more effectively align the HR strategic plan, establish key relationships and drive results.
We live in an age where technology is shaping the way people live and work. From automation and artificial intelligence to team collaboration, leadership and social media, digitalization is creating unique expectations from employees and unprecedented challenges for HR.
Some trendy movements in HR just don’t live up to the hype.
There are few HR topics that garner more media attention than employee benefits.
A simple Google search of “employee benefits” yields more than 429 million results.
Paid family leave, workplace flexibility and health care now dominate the conversation in Washington, D.C., and in our workplaces, and employee benefits continues to be among the most popular topics at SHRM.
Many companies are starting to take education and employee training into their own hands to ensure their employees are equipped for a rapidly evolving future.
Design Thinking (DT) has become a sought-after competency for modern businesses. Why? And what is DT good for?
Throughout its history, HR has steadily evolved, and now the pace of change is escalating at speeds never seen before. Our modest personnel administration origins have matured into directing the very future of work, and our success is now defined entirely by results, not process. A constant theme of the HR profession has been the transformation of our work. It used to happen every decade or two, but now it is continuous.