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.
“There is a point of complexity beyond which a business is no longer manageable.”
— Peter Drucker