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Today's CHROs face a dynamic business environment, and must make difficult, strategic decisions despite uncertainty. Justin “Hasard” Lee, former U.S. Air Force fighter pilot and author of “The Art of Clear Thinking: A Stealth Fighter Pilot's Timeless Rules for Making Tough Decisions,” joins the Talent Angle to share a decision making framework for leaders to use so assess the problems in front of them, choose the best course of action, and execute decisively. Justin “Hasard” Lee is a former U.S. Air Force fighter pilot, bestselling author, and expert in high-stakes decision-making. He empowers HR leaders and organizations to build decisive cultures, boost agility, and optimize team performance, partnering with Meta, Microsoft, and other Fortune 500s. A decorated pilot, Justin flew more than 80 combat missions, led teams under pressure, and piloted the F-35. As Chief of Training Systems, he spearheaded AI initiatives to enhance decision-making. His book, “The Art of Clear Thinking,” a No. 2 Wall Street Journal Bestseller, offers HR professionals a practical framework for navigating complexity and driving innovation. Jessie Knight is a vice president of research in the Gartner HR practice. She leads research teams to identify best practices and new opportunities to address HR executives' most urgent challenges. Her areas of focus include employee experience, organizational culture, change management and the future of work.
In this raw and rhythmically strategic episode, we break down the walls between L&D, Change Management, CHROs, and Revenue leaders. The truth? Sales performance isn't just about scripts and quotas—it's about how well people systems align with growth strategies.We explore how cross-functional synergy—when built intentionally—can accelerate team performance, shorten ramp times, and turn talent into revenue in under six months. From onboarding like a product launch to turning enablement into a sales engine, this episode is packed with real talk and actionable insights.If you're a people leader who wants a seat at the revenue table—or a sales leader tired of going it alone—this one's for you.
BEST OF In the face of uncertainty and change, how do you ensure you don’t feel lost and defeated? More importantly, how do you ensure that doesn’t happen to the team you lead? Dr Gabriella Rosen Kellerman is the Chief Innovation Officer at BetterUp and she sees firsthand their cross discipline research into what can be done to help human flourishing. Professionally she advises Fortune 500 CEOs and CHROs and contributes regularly to Harvard Business Review, MIT Sloan Management Review and Scientific American Mind, Her book Tomorrowmind, co-authored by Professor Martin Seligman provides research on how to navigate the never-ending cycles of change and unprecedented uncertainty that we are all facing in the present working climate. In this episode Gabriella shares: Her tricks on how you can bring creativity into your workforce Why you need to help your team develop their own sense of meaning if you want them remain with you long term. How to build resilience and use it to survive uncertain times and challenging times Why prospection is a key skill for every leader who wants to grow their teams trust How to master the stories you tell yourself to turn setbacks into growth Key Quotes: “Prospection, our ability to see and plan for the future is an essential part of what builds peoples trust in leaders today." "Recognition is an antidote and it's almost a vaccine for a crisis of mattering." “Resilience doesn't mean that it doesn’t feel incredibly painful and challenging and you may cry and scream and be furious." Find Gabriella’s book via her website or connect with her on Linkedin. My latest book The Health Habit is out now. You can order a copy here: https://www.amantha.com/the-health-habit/ Connect with me on the socials: Linkedin (https://www.linkedin.com/in/amanthaimber) Instagram (https://www.instagram.com/amanthai) If you are looking for more tips to improve the way you work and live, I write a weekly newsletter where I share practical and simple to apply tips to improve your life. You can sign up for that at https://amantha-imber.ck.page/subscribe Visit https://www.amantha.com/podcast for full show notes from all episodes. Get in touch at amantha@inventium.com.au Credits: Host: Amantha Imber Sound Engineer: Martin ImberSee omnystudio.com/listener for privacy information.
In this special episode, we unpack a curated listening and learning roadmap designed specifically for CHROs and senior HR leaders navigating growth, leadership gaps, and organizational change in 2025. Using 10 essential episodes from The E1B2 Collective, we break down how to elevate mid-level management, drive business impact through EX, and align people strategy with revenue. This is your blueprint for people-powered transformation.
Leadership today is like an extreme sport, requiring stamina, adaptability, and emotional resilience. Diane Gherson, former Chief Human Resources Officer at IBM, Harvard professor, and current advisor to CEOs and CHROs, joins Let's Talk, People to break down the realities of toxic leadership—and how organizations can define it, detect it, and dismantle it.This episode goes beyond the buzzword. Diane and Emily unpack what “toxic” really means, why ambiguity does more harm than good, and how managers at every level can foster healthier, more sustainable team cultures. From the psychology of burnout to the risks of unchecked power, it's a timely conversation for anyone leading in today's high-stakes environment.If you've ever struggled to tell the difference between a tough boss and a toxic one—or felt unsure how to respond to a culture that's slowly becoming corrosive—this one's for you.Timestamps:[00:07:46] – Leadership as an Extreme Sport: Diane explores the toll of nonstop work and how treating leadership like an extreme sport reframes the importance of recovery, sleep, and emotional regulation.[00:17:15] – A Clearer Definition of Toxic Leadership: Diane shares a definition of toxic leadership grounded in behaviors—disrespectful, unethical, abusive, ruthless, and non-inclusive—and shares why intention shouldn't override impact.[00:27:08] – Buffering Your Team from a Toxic Leader: What do you do when toxicity is above you? Diane and Emily offer practical strategies for managers who are protecting their teams from a senior leader's harmful behavior.[00:39:03] – Team Resets and Culture Ownership: The conversation closes with insights on how to reset team dynamics, even midstream, and why shared ownership of culture is essential to navigating difficult moments.Access the episode transcript.Join the Conversation: This year we're taking audience questions! Send in your toughest people management and leadership challenges, and we'll anonymize them and tackle them in an upcoming episode. Email Abigail on our Let's Talk, People team with your situation as a written note or voice memo to abigail@arosegroup.com.Connect with Emily Frieze-Kemeny on LinkedIn and Instagram or explore her work at AROSE Group.If you'd like to receive new episodes as they're published, please subscribe to Let's Talk, People in Apple Podcasts, Spotify, or wherever you get your podcasts. If you enjoyed this episode, please leave a 5-star rating on Apple Podcasts. It helps others discover the show.Thanks for listening to Let's Talk, People!
LIVE from Transform 2025! Angela most recently served as the Senior Vice President, Talent &; Chief Human Resources Officer for Harvard Business Publishing. In this role, Cheng-Cimini led the Human Resources and Facilities & Administration units, spearheaded efforts to develop a talent roadmap that supports the business strategy and created a deeply engaged and diverse workforce. She is now the fractional Head of HR for The Chronicle of Philanthropy, the preeminent source for nonprofit professionals, committed to the advancement of the common good. Angela brings 30 years of both generalist and specialist Human Resources experience, having worked across consumer product goods, professional services, and high-tech as well as nonprofits. She has shepherded businesses through start-up, growth, and maturity with key responsibility for helping organizations identify and build the necessary organizational capabilities. Angela previous roles included the VP of HR at ClearMotion, Inc. an automotive technology startup where she accelerated the evolution of the function from administrative to strategic and the Global Head of Human Resources for Crabtree & Evelyn, where she led an international team spanning four continents and prepared the brick-and-mortar business to go completely digital. In addition to sitting on the Alumni Board of Directors for Cornell University, she is a member of CNBC's Workforce Executive Council, a body of CHROs dedicated to advancing the practice of HR; serves as an HR Venture Adviser for SemperVirens, an early-stage venture fund that invests in technology transforming healthcare, work, and financial wellness; and serves as an advocate for the AAPI community for several nonprofits. In this conversation, Adam and Angela unpack: - People-centric leadership- what does this mean/challenges - Mentorship- how to find a mentor, being a good mentor and mentee - AAPI Advocacy- why is it so important? Connect and learn more: https://www.linkedin.com/in/angela-cheng-cimini/ Live from Transform 2025, we're bringing you an exclusive podcast series packed with insights from some of the brightest minds in hiring, talent strategy, and workforce transformation! In this series, we've got incredible guests from Okta, Tubi, Edelman, Greenhouse, Findem, and more, sharing how top organizations are rethinking hiring, culture, and talent acquisition in today's fast-changing world. Greenhouse combines a structured, data-driven hiring approach with AI-embedded workflows that empower recruiters to focus on strategic, high-impact work. From sourcing top talent to personalizing the candidate experience, Greenhouse streamlines and optimizes the entire hiring process. This ensures that every hire is the right hire—eliminating bias, creating fairness, and helping teams make smarter, faster decisions. Over 7,500 companies, including HubSpot, Duolingo, and J.D. Power, trust Greenhouse to build better teams and turn talent into a strategic advantage. Want to learn how today's top companies are winning the talent game? Tune in now and visit Greenhouse.com to transform the way you hire. Thanks for listening. Please follow us on Instagram @NHPTalent and X @AdamJPosner. Visit www.thePOZcast.com for all episodes
You may have noticed a brief pause in our HR Insights: Podcast episodes. This break was part of our broader initiative to elevate the Elliott Scott brand. We're excited to return with enhanced content and a renewed focus on delivering insightful, topical discussions that support and inspire your career growth.We recently partnered with Cappfinity on a whitepaper focused on gathering the trends in the UK HR world at the beginning of 2025. Cappfinity is the world leader in measuring and developing potential in talent acquisition & talent management. Today we are joined by their Chief Skills Officer, Celine Floyd, to discuss our findings. Our CEO and host, Stuart Elliott, sat down with Celine to examine emerging trends, unexpected insights, the rise of skills-based hiring, change management, the integration of AI in HR, essential HR leadership capabilities and what the HR community is most excited about in the year ahead. To download the full report please visit: UK HR trends 2025Who is our guest?Celine is the Chief Skills Officer at Cappfinity. She is a Chartered Occupational Psychologist and a featured author in Wired, Readers Digest, HR.com, Work Magazine and the Institute of Leadership and Management. Celine is a regular advisor to CEOs, CPOs and CHROs, typically of international corporations. She is passionate about authenticity, agility, inclusion, technology, social mobility and modernity. At Cappfinity Celine is responsible for their skills agenda and its global go-to-market strategy.Key Timestamps00:45 – Where have we been?02:01 – Intro to Celine Floyd and Cappfinity05:49 – Celine's key takeaways from the whitepaper07:20 – The trends that came to light14:38 – The skills-based movement19:39 – Change management22:02 – How we use AI29:34 – The shift in EDI35:21 – HR leadership skills40:42 – What HR is excited about in 2025You can listen to and download HR Insights from Apple Podcasts, Google Podcasts, Spotify and other popular podcast apps. Please subscribe so the latest episodes are directly available! You can also join our HR Community by following us on LinkedIn.Thank you for listening and please do review and rate us wherever you listen!
Navigating new levels of change, CHROs can find it difficult to determine which global and long-term trends matter for their talent and business strategies. Brent Cassell, VP in Advisory at Gartner and member of Gartner's Futures Lab, joins the Talent Angle Podcast to offer a framework to sense and respond to the macro trends CHROs need to be paying attention to, today. Brent Cassell is a vice president of advisory in Gartner's HR practice, and he has spent the past 19 years in Gartner's HR and CIO practices. His job is to help clients find the research they need, to help them understand that research, and to coach them through the implementation of those best practices in their own organizations. Brent is the contributing editor of the HR Leaders Monthly Journal. In 2022, he won Gartner's award for Outstanding Thought Leadership for his work on Redesigning Work for the Hybrid World. Peter Aykens is the chief of research for Gartner's HR practice. Aykens is responsible for building and leading research teams within the practice to address clients' key initiatives. Before his current role, he spent over 25 years at Gartner leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channels, marketing, customer experience and product challenges. He holds a bachelor's degree in political science from St. Olaf College, a master's degree in international politics from Aberystwyth University (formerly known as the University College of Wales, Aberystwyth), and a master's degree and a doctorate in political science from Brown University.
What makes a CHRO truly exceptional? Is it their ability to manage people and policies, or is it something more like shaping company culture, driving business strategy, and ensuring employees feel heard and valued? Today's top HR leaders aren't just enforcing policies, they're shaping the future of work. They're the bridge between business goals and people's needs. But again, being a great CHRO isn't easy. It takes vision, resilience, and the ability to lead through constant change. That's exactly why we bring you this episode. Our guest, Vinod Bidwaik, knows what it takes to excel in this role. As the CHRO and Group Director of Human Resources, People & Culture at AP Globale & Sakal Media Group, he has led HR transformations that put people at the center while keeping business goals in focus. Host of this Episode: Sanjeevani Saikia Timestamps (02:10) Vinod shares his professional journey so far. (07:54) He goes on to share a defining moment in his career that shaped his leadership in HR. (14:43) Balancing business goals with people-centric decisions- how Vinod navigates this HR challenge. (23:37) The key business acumen skills every HR leader needs to stay ahead. (29:48) The toughest cultural challenge he has faced and how he tackled it. (38:42) How AI and tech are reshaping the CHRO role. (42:20) Vinod's one key piece of advice for aspiring CHROs—what he wishes he had known earlier.
HR is no longer just about managing talent—it's about leading business transformation. In this episode, we explore how Chief HR Officers (CHROs) can align HR strategy with business goals, leverage AI and data analytics, and drive workforce transformation. Discover why HR's role is critical to building resilient, future-ready organisations and how CHROs can become strategic enablers of change. Tune in for insights on leadership, digital transformation, and innovation. Don't miss this essential conversation for business leaders and transformation professionals.
How can you establish credibility and build trusting relationships in your first 90 days?What separates HR leaders who secure board seats from those who don't?My guest on this episode is Marcia Avedon, 3X CHRO, Board Director, Human Capital Expert, and Executive CoachDuring our conversation Marcia and I discuss:Why great leaders spot potential in others before they see it in themselves.How the role of the CHRO has evolved from to be seen as strategic business partner and valued board member.Practical strategies for HR leaders to position themselves for board opportunities.Why effective communication is the cornerstone of successful organizational transformation.How new CHROs can establish credibility and build meaningful relationships in their first 90 daysConnecting with Marcia: Connect with Marcia Avedon on LinkedInEpisode Sponsors & Resources: Next-Gen HR Accelerator - Learn more about this best-in-class leadership development program for next-gen HR leadersElevate 2025 - Learn more about this once a year, 3-week virtual program focused on taking your strategic capabilities and business impact to the next level with 16 interactive sessions led by 18 HR thought leaders.HR Leader's Blueprint - 18 pages of real-world advice from 100+ HR thought leaders. Simple, actionable, and proven strategies to advance your career.Succession Planning Playbook: In this focused 1-page resource, I cut through the noise to give you the vital elements that define what “great” succession planning looks like.
In this episode we explore one of the most frequently discussed themes in our conversations with CHROs - empathy. As businesses navigate a rapidly changing world, empathy is rising up the people agenda, shaping leadership and workplace culture. We looked back through the library to bring you five perspectives on the benefits of empathy for your workplace culture: Yetunde Hofmann, Non-Exec & Remco Chair – Exploring the powerful link between love and results, Yetunde shares how leading with love can transform organisational culture. Stephane Charbonnier, Former CHRO, L'Oréal North America – Highlighting L'Oréal's Listening Circles, Stephane demonstrates how genuine listening fosters a true sense of belonging. Donna Murray Vilhelmsen, CHRO, Trustpilot – Advocating for vulnerability in leadership, Donna discusses its role in building trust and authenticity. Helen Russell, Chief People Officer, HubSpot – Emphasising connection, Helen explains how HR leaders who embrace empathy drive meaningful change. Kaylee Darkins, CHRO – UK and Lloyd's, AXA XL – Sharing insights from AXA XL's Authentic You programme, Kaylee underscores the importance of psychological safety. How HR Leaders Change the World is brought to you by Uplifting People We're an amazing community of cutting-edge HR Changemakers. Together, we share experiences, tools and clear, actionable ideas. Ideas that will help you solve the challenges you face today and will inspire you with brilliant opportunities to push boundaries and positively impact people in your organisation - and beyond. And what's even better, is every penny of our profit empowers vulnerable children to be safe, loved and learning. Together, we uplift people.
In this episode, we explore how CHROs can strategically reduce turnover costs and drive bottom-line growth by retaining top talent. With workforce churn at an all-time high and the cost of replacing employees continuing to rise, HR leaders must take a data-driven approach to employee engagement and retention.We discuss the key financial impacts of attrition, how to use people analytics to predict and prevent turnover, and the strategies that leading organizations are implementing to keep high-performing employees engaged. From stay interviews to compensation adjustments and continuous feedback loops, this conversation provides actionable insights for HR and finance leaders looking to align retention strategies with business profitability.
Join the world's top CHROs who are a part of Future of Work Leaders. An exclusive group of people leaders from around the world who are moving beyond traditional HR to focus on the future of work, employee experience, and leadership. Other groups are expensive, time consuming, filled with sales pitches and presentations, and don't add value. Future of Work Leaders is different, it's shaped by the very CHROs who are a part of it. We host monthly virtual discussions along with an thriving online community and a few in-person events each year. We focus on connections, insights, and value. Join CHROs from Tractor Supply, Northrop Grumman, Neiman Marcus, Dow, Lego, Patagonia, PNC Bank, and dozens of others. Learn more at FutureOfWorkLeaders.com ________________ Start your day with the world's top leaders by joining thousands of others at Great Leadership on Substack. Just enter your email: https://greatleadership.substack.com/
In this episode, we explore why it's essential for CHROs to meet with department heads every month to align on best practices around teamship, employee feedback, productivity, and overall workplace culture.HR isn't just a support function—it's a strategic driver of business success. Regular check-ins between the CHRO and department leaders ensure that employee feedback loops are effective and actioned, productivity roadblocks are identified and addressed, best practices for team collaboration and engagement are shared, and HR policies align with real-time business needs.Join us as we discuss how these meetings bridge the gap between leadership and employees, foster accountability, and drive better business outcomes. Whether you're a CHRO, department leader, or aspiring HR strategist, this conversation will provide actionable insights you can implement right away.
AI isn't just a technology revolution—it's a people and talent revolution. AI could transform businesses at every level, but many HR and TA teams are still on the sidelines. The reality is that AI adoption, workforce transformation, and enterprise strategy aren't just IT or executive priorities—they're fundamentally people challenges. So, how are CPOs and CHROs currently thinking, and what should they do to shape the future? Keep listening to find out. AI is already reshaping how businesses operate, creating new opportunities and new risks. However, many HR & TA leaders are still treating AI as an operational tool rather than what it truly is: a strategic driver of workforce transformation. AI is redefining jobs, skills, and ways of working at an unprecedented pace, and organizations that fail to integrate HR into their AI strategy risk falling behind. At the same time, the talent market remains unpredictable, employee movement is slowing, and retention is more critical than ever. While some companies are racing to adapt, others are taking a wait-and-see approach. But as we've seen before, hesitation in times of change comes with consequences. HR and talent leaders have a rare opportunity to step up not just to improve hiring but also to influence enterprise-wide strategy. My guest this week is Laura Coccaro, Chief People Officer at iCIMS. With access to one of the world's most comprehensive hiring data sets, Laura has a unique perspective on the intersection of AI, talent, and business strategy. In our conversation, we discuss why HR must take ownership of AI's impact on the workforce, how businesses can future-proof their talent strategies, and what talent leaders need to do now to stay ahead of the curve. In the interview, we discuss: How CPOs are thinking about 2025 Managing risk around talent availability, attrition, and retention Balancing technology and humans to optimize the employee and candidate experience HR's role in enterprise AI strategy Why AI equals people transformation How skills are shifting Thinking differently about how the work gets done How much will things change in the next 18 to 24 months? Follow this podcast on Apple Podcasts. Follow this podcast on Spotify.
AI isn't just a technology revolution—it's a people and talent revolution. AI could transform businesses at every level, but many HR and TA teams are still on the sidelines. The reality is that AI adoption, workforce transformation, and enterprise strategy aren't just IT or executive priorities—they're fundamentally people challenges. So, how are CPOs and CHROs currently thinking, and what should they do to shape the future? Keep listening to find out. AI is already reshaping how businesses operate, creating new opportunities and new risks. However, many HR & TA leaders are still treating AI as an operational tool rather than what it truly is: a strategic driver of workforce transformation. AI is redefining jobs, skills, and ways of working at an unprecedented pace, and organizations that fail to integrate HR into their AI strategy risk falling behind. At the same time, the talent market remains unpredictable, employee movement is slowing, and retention is more critical than ever. While some companies are racing to adapt, others are taking a wait-and-see approach. But as we've seen before, hesitation in times of change comes with consequences. HR and talent leaders have a rare opportunity to step up not just to improve hiring but also to influence enterprise-wide strategy. My guest this week is Laura Coccaro, Chief People Officer at iCIMS. With access to one of the world's most comprehensive hiring data sets, Laura has a unique perspective on the intersection of AI, talent, and business strategy. In our conversation, we discuss why HR must take ownership of AI's impact on the workforce, how businesses can future-proof their talent strategies, and what talent leaders need to do now to stay ahead of the curve. In the interview, we discuss: How CPOs are thinking about 2025 Managing risk around talent availability, attrition, and retention Balancing technology and humans to optimize the employee and candidate experience HR's role in enterprise AI strategy Why AI equals people transformation How skills are shifting Thinking differently about how the work gets done How much will things change in the next 18 to 24 months? Follow this podcast on Apple Podcasts. Follow this podcast on Spotify.
AI isn't just a technology revolution—it's a people and talent revolution. AI could transform businesses at every level, but many HR and TA teams are still on the sidelines. The reality is that AI adoption, workforce transformation, and enterprise strategy aren't just IT or executive priorities—they're fundamentally people challenges. So, how are CPOs and CHROs currently thinking, and what should they do to shape the future? Keep listening to find out. AI is already reshaping how businesses operate, creating new opportunities and new risks. However, many HR & TA leaders are still treating AI as an operational tool rather than what it truly is: a strategic driver of workforce transformation. AI is redefining jobs, skills, and ways of working at an unprecedented pace, and organizations that fail to integrate HR into their AI strategy risk falling behind. At the same time, the talent market remains unpredictable, employee movement is slowing, and retention is more critical than ever. While some companies are racing to adapt, others are taking a wait-and-see approach. But as we've seen before, hesitation in times of change comes with consequences. HR and talent leaders have a rare opportunity to step up not just to improve hiring but also to influence enterprise-wide strategy. My guest this week is Laura Coccaro, Chief People Officer at iCIMS. With access to one of the world's most comprehensive hiring data sets, Laura has a unique perspective on the intersection of AI, talent, and business strategy. In our conversation, we discuss why HR must take ownership of AI's impact on the workforce, how businesses can future-proof their talent strategies, and what talent leaders need to do now to stay ahead of the curve. In the interview, we discuss: How CPOs are thinking about 2025 Managing risk around talent availability, attrition, and retention Balancing technology and humans to optimize the employee and candidate experience HR's role in enterprise AI strategy Why AI equals people transformation How skills are shifting Thinking differently about how the work gets done How much will things change in the next 18 to 24 months? Follow this podcast on Apple Podcasts. Follow this podcast on Spotify.
This week on The Chad & Cheese Podcast, we're joined by Donald Knight, the People & Culture mastermind from Warner Bros. Discovery. We talk about:
Future of Work Leaders is a NEW community of the world's top CHROs who are shaping the future of work and employee experience. Other communities focus purely on traditional HR, are VERY expensive, members are constantly being sold to, and there's far more fluff than value. Future of Work Leaders is affordable for any CHRO, there's no selling, no speeches, and no fluff. It's purely focused on strategy, insight, and connections with world leading CHROs who are shaping the future of work and employee experience. Join 40 members including CHROs from LEGO, Johnson & Johnson, Dow, Tractor Supply, Northrop Grumman, and Neiman Marcus. Check out FutureOfWorkLeaders.com to learn more and request an invite. ________________ Start your day with the world's top leaders by joining thousands of others at Great Leadership on Substack. Just enter your email: https://greatleadership.substack.com/
Technology is advancing at a breakneck speed, presenting both new opportunities and challenges for organizations. Ismat Duckson Aziz, Kemper CHRO and Chief Administrative Officer, joins the Talent Angle to discuss how CHROs can shape the technology strategy of their organization. She explains how CHROs can overcome the anxiety that comes with diving into the rapidly changing environment of technology, and assert themselves as drivers of enterprise innovation. Ismat Duckson Aziz is the Chief Human Resources Officer (CHRO) and Chief Administrative Officer of Kemper. Ismat has more than 25 years of HR experience, most recently serving at U.S. Bank as Chief Advocacy Officer. Previous roles include CHRO for Sprint, CHRO for Sam's Club, and senior HR roles at Sears Canada and MDS Pharma Services. Ismat earned a master's of business administration from Ivey Business School at Western University in Canada and completed her undergraduate work at the University of Toronto. Ismat holds certifications in board governance and HR internationally. Jessica Knight is a vice president of research in the Gartner HR practice. She leads research teams to identify best practices and new opportunities to address HR executives' most urgent challenges. Her areas of focus include employee experience, organizational culture, change management and the future of work.
Learning and development is a key lever for CHROs to deliver strategic impact, but it can be a challenge to keep pace with workforce needs. As technology innovation impacts both critical skills and learning delivery, CHROs must evaluate the effectiveness of their learning initiatives and foster an environment of learning. Bala Sathyanarayanan, CHRO at Greif, joins the Talent Angle Podcast to share insights on how HR can build a learning culture. He explains why continuous learning is a necessity in today's world of work, and shares how HR can drive business strategy by tapping into employees' desire to grow. Bala V. Sathyanarayanan serves as the executive vice president and chief human resources officer at Greif. Before Greif, Bala held global leadership roles at Xerox, Hewlett Packard Enterprise, Coca-Cola and United Technologies. Bala earned a Bachelor of Science degree in electronics engineering and a Master of Business Administration (MBA) degree from the University of Madras in Chennai, India. He also holds a master's in human resources management from Rutgers University and graduated from the Advanced Management Program at Harvard Business School. Peter Aykens is the chief of research for Gartner's HR practice. Aykens is responsible for building and leading research teams within the practice to address clients' key initiatives. Before his current role, he spent over 25 years at Gartner leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channels, marketing, customer experience and product challenges. He holds a bachelor's degree in political science from St. Olaf College, a master's degree in international politics from Aberystwyth University (formerly known as the University College of Wales, Aberystwyth), and a master's degree and a doctorate in political science from Brown University.
Live from a pile of dark chocolate-dipped kittens, it's an all-new Terrific Tuesday edition of Business Pants. Joined by Analyst-Hole Matt Moscardi! On today's calorie free Double Big Mac called February 4th 2025: the Who Do You Blame? Game!Our show today is being sponsored by Free Float Analytics, the only platform measuring board power, connections, and performance for FREE.DAMION1Who Do You Blame? GameWells Fargo CEO Charlie Scharf Gets Pay Bump To $31.2 Million CEO Charlie Scharf: for being greedy. His pay ratio was already an alarming 325:1 last year.Shareholders: Say on Pay 57% approval in 2021; 73% approval in 2022. Despite policy tweaks which resulted in 92% support in 2023 and 93% in 2024: the song remains the same: the CEO's pay steadily and magically increases annually: $21M, $25M, $26M, and now $31MPay Committee chair Ronald Sargent: why on earth would you ask the former CEO of Staples to control setting the pay of a fellow S&P 500 CEO brother? It's an immediate conflict of interest.Female board power: at -19% this is a board that chooses to underpower female leadership. 5 women control an aggregate 20% influence while the top 5 men control 68%Citi bucks back-to-office trend and embraces hybrid workingThe board: 8 of 14 directors are womenThe CEO: In 2021, Jane Fraser became Citi's CEO and the first woman to lead a major U.S. bank Shareholders: 26% in 2024 supported a SHP requesting a report on the effectiveness of Citi's policies and practices in respecting Indigenous Peoples' rights in Citi's existing and proposed financingChief Human Resources Officer Sara Wechter: Sara serves on the board of Onex Corporation (relatively rare for CHROs and is not afraid in her Citigroup bio to state that “she has championed diversity, equity and inclusion efforts across Citi, leading the firm in exceeding its original 3-year aspirational representation goals set in 2018 for women globally and black talent in the U.S.”McDonald's Shamrock Shake returns — and so does Grimace's uncleThe CEO: Chris Kempczinski's CEO pay ratio of 1,212:1 proves he doesn't care what anybody thinks.The Chair: oh wait, that's also Chris KempczinskiThe Lead independent Director: Miles White, clearly not independent having served on the board since 2009The Sustainability & Corporate Responsibility Committee Chair: The Committee that monitors strategies covering food, sourcing, the environment, human rights, community engagement, philanthropy, and DEI is Paul Walsh. A man who sold alcohol (former CEO at Diageo) and is currently the Executive Chair at a company that sells expensive racing cars (McLaren Group).OpenAI files a trademark application for humanoid robots and VR headsets as Sam Altman teases big hardware ambitionsThe CEO: Sam Altman the guy who refused to be fired for his board while subverting the company's mandate and mission.The Chair: Bret Taylor, the guy who comes from Twitter/Facebook/Google and is clearly disinterested in what humanity actually needs.The board: for allowing a CEO who was previously fired partly for lying to the board to sit on the board as a director.The two women who nearly fired Sam Altman: former OpenAI directors Helen Toner and Tasha McCauleyTarget hit with national boycott call over decision to drop DEI initiativesThe CEO: Brian Cornell's CEO pay ratio of 719:1 proves he doesn't care about anybody but himself.The double DEI-hating director: Dmitri Stockton also on the board of Deere The lead independent director: woman of color Monica Lozano, former CEO of The College Futures Foundation, whose “commitment to diversity, equity, and inclusion is paramount to its vision for advancing a racially, socially, and economically just California where generations of learners can thrive.”The chair of the committee responsible for Human capital management, specifically “DE&I in support of our business”: Compensation & Human Capital Management Committee chair Monica LozanoCoca-Cola and Novartis's CEOs don't care if ‘ESG' has become a toxic phrase among someNovartis CEO Vasant (Vas) Narasimhan: whose ego is so strong and secure he doesn't even need to serve on the board responsible for his oversight.Coca-Cola CEO James Quincey: for having the strength to say it:“If ESG becomes toxic as a phrase, which it basically has in the U.S., it doesn't matter to me. I'm just going to stop saying ‘ESG.' But the idea that for my basic product, I want to be water positive, I want to have a circular economy on my packaging, and I want to grow our business with less sugar—you can call it anything you like, but no one with common sense says those are bad ideas.“My business strategy is constant and clear and centered around the business and the things that consumers care about and that fix societal problems. If people want to attach labels to it, that's their issue. I'm saying this business will be great if I fix these problems, and it will be good for shareholders and be good for society.”Coca-Cola's Lead Independent Director and Corporate Governance and Sustainability Committee chair Maria Elena Lagomasino: maybe some of the woke messaging of Disney movies altered her conscience?Female board power at Coke: 49% influenceMATT1Ryder's $2.5M Settlement Brings 4-Year Governance Overhaul: What's Changing for Shareholders - suit alleged Ryder's management team and board artificially inflated the values of certain Ryder assets and made materially misleading statements regarding those values - suit alleged breach of fiduciary duties, unjust enrichment, and waste of corporate assets. Board has to create a Corporate Risk Steering Committee, company must hire a Chief Compliance Officer, a Management-level “Disclosure Committee”, at least two Audit Committee members must be financial experts, they have to hire a third party to do market research, they have to have a “pricing” team to examine market prices, they have a clawback, and they have a non-retaliation policy.CEO Robert Sanchez - CEO since 2013, the Man in the ChairThe Audit Committee - a FIVE person audit committee, all of whom they disclosed in 2020 were “financial experts”, all but one of whom was a CEO at another company that made them a “financial expert” (the fifth was an accounting professor), one of whom was the lead independent director who had been there since 2002Dmitri Stockton! The director who now has the wonderful distinction of having sat on the Deere board the flipped on DEI, the Target board that flipped on DEI, Stanley Black and Decker who was sued for not disclosing executive perks, and the Ryder board who was sued for sucking at being a board - all while he was there!DEI! Dmitri Stockton is BLACK and Robert Sanchez SOUNDS MEXICAN!US Steel Flags Trump DEI Order as Risk Factor for InvestorsRacist old white guys and tech bros! The order was written, ostensibly, by Stephen Miller, Trump, and Musk, the three horseman of the brownpocolypse, and US Steel is now including Trump's DEI order as a material risk to the companyThe lawyers! The company said in its annual report last year that it aims “to have an engaged and diverse workforce to promote new ideas and innovation, reflect the communities where we operate, and deliver exceptional customer service.” This year, that same sentence omitted a reference to having a “diverse” workforce. That sounds like Duane D. Holloway, chief ethics and compliance officer and general counsel, right?DEI! Duane Holloway… is BLACK! Mr. Holloway serves on the board of directors of the Minority Corporate Counsel Association (MCCA), the Carnegie Hero Fund Commission, the Allegheny County Parks Foundation and Gilman School. He also serves as Executive Sponsor of U. S. Steel's SteelPARENTS Employee Resource Group. That all sounds exceedingly woke and DEIish.The board! US Steel managed to find 8 white males for their 12 person board, 3 white woman, and 1 black woman… so people of color have a whopping 6% influence on the board. It DOES feel risky to talk about them though, right?Walgreens stock plunges. Its dividend payout changes are to blameRoz Brewer! She was a DEI hire after all, right? Can't we pin this on her tenure as fake CEO?Steffano Pessina! The man with 61% of board influence, the man who fired Roz Brewer, the man who we'll find out today won re-election despite cratering the company as executive chair!DEI! Did you see this line in the announcement about the dividend cessation? “In fiscal 2024, WBA scored 100% on the Disability Equality Index for disability inclusion”. SO WOKE.
In this episode of the Canary Cast, Florian Hagenbuch, co-founder and partner at Canary, sits down with Christophe Gerlach, co-founder and CEO of Comp, a new kind of HR Tech that is rethinking the way businesses approach their total compensation strategies.From the origins of his entrepreneurial journey alongside Pedro Bobrow—delivering açaí to college students—to pioneering a "Service-as-a-Software" business model that leverages the combination of AI and human expertise, Chris shares details of his story and his vision for Comp's future. During the episode, he also reflects on the importance of thoughtful experimentation, building strategic trust when entering a new market, and the powerful impact of an intentional company culture.In this episode, we dive into: How Comp is helping companies be more strategic about every cent invested in labor costs Pioneering the "Service-as-a-Software" Business Model: How Comp is disrupting traditional compensation consultants and building the company at the intersection of technology and human expertise, where AI supports senior compensation executives to deliver personalized, effective solutions Comp’s approach to working closely with CEOs, CFOs, and CHROs to strategically manage compensation decisions during periods of expansion, restructuring, or business strategy shifts. Lessons learned about building a lean, high-performance team and why hiring A+ talent makes all the difference. Exceptionally, this episode was recorded in English, but we included a translated transcription below in the description of the episode. Whether you're a founder, business leader, HR professional, or just passionate about innovation, this episode is packed with insights at the forefront of compensation strategy and business-building. Tune in now to hear how Comp is not only solving today’s compensation challenges but also defining a new category in the HR landscape for the future. Guest:Christophe Gerlach Christophe Gerlach is the co-founder and CEO of Comp. Christophe graduated in Applied Economics and Management from Cornell University, where he met Pedro Bobrow. Together, they first founded Suna and are now building Comp. The company raised $4 million in a Seed round led by Kaszek, with participation from Canary, Norte, and 1616 funds, as well as 40 angel investors who are also executives from American companies and Brazilian startups such as Nubank, Creditas, and Caju. Follow Chris on LinkedIn Host: Florian Hagenbuch Florian is the co-founder and General Partner at Canary, a leading early-stage investment firm in Brazil and Latin America. Canary has invested in more than 100 companies since its founding in 2017. Previously, Florian founded Loft, a company that digitized and transformed the home buying experience in Brazil, bringing transparency, liquidity, and credit to millions of Brazilians. Before that, Florian also co-founded Printi, the leading online printing marketplace in Latin America. Follow Florian on LinkedIn Highlights: 00:00 - Opening01:50 - Personal Journey and the Beginning of Chris and Pedro's Partnership03:07 - Starting a Food Delivery Business in College07:25 - Transition to HR Tech and General Atlantic Experience08:37 - Labor Cost Challenges and Finding a thesis11:48 - Founding Comp and Initial Product Development13:30 - Comp's Value Proposition in the HR and Compensation Market18:29 - "Service-as-a-Software" Business Model and Strategic Use of AI for Software, Services, and Tools26:20 - Comp's Traction So Far28:44 - Building a team in a AI native company35:12 - Challenges along the way39:26 - Vision for the Future and Global Ambitions46:56 - Customer Success Stories and Impact51:56 - Closing RemarksEpisode Transcription in Portuguese: O mundo que estamos construindo é um em que um executivo pode vir e dizer: “Ei, em 2025, minha empresa vai crescer a receita em 25%. Precisamos alcançar o ponto de equilíbrio. Vamos abrir uma divisão de fintech, então precisaremos de novos tipos de talentos nessa área, e também vamos encerrar nossas operações no país X, Y, Z. Assim, gostaria que vocês me ajudassem a desenhar cada elemento do meu custo total de mão de obra." Quais benefícios eu devo oferecer? Quanto eu devo aumentar nos salários baseado nesse objetivo de ponto de equilíbrio, na minha retenção anterior, no índice de conversão de candidatos que já tivemos? Existe uma enorme quantidade de dados que podem ser usados, digamos, para otimizar essas decisões. E tudo isso pode começar a partir de um input estratégico de alto nível, como esse, composto por uma ou duas frases de um executivo, e, a partir daí, podemos fazer todo o trabalho e voltar com soluções para o cliente. Realmente acredito que é assim que as empresas tomarão decisões no futuro. E, honestamente, colocaria vocês nessa categoria. Não é fácil apontar para uma empresa específica, em outro lugar, fazendo algo verdadeiramente parecido com o que vocês estão fazendo. Vocês estão assumindo riscos reais de inovação e realmente estão na vanguarda do que é possível nessa área de atuação em que vocês trabalham. Chris, agora vamos mudar para o inglês para começar nosso episódio, já que temos um gringo aqui no programa hoje – gringo, como eu, de várias maneiras. Muito obrigado, Chris, por aceitar o convite de compartilhar um pouco sobre sua história e sua trajetória com a Comp. Estamos muito, muito empolgados em tê-lo aqui e ansiosos por essa conversa com você. Então, muito obrigado e seja bem-vindo. Chris: Obrigado pelo convite. Estou super animado para estar aqui e por essa conversa. Florian: Ótimo. Talvez comecemos com o comentário do gringo. Quando comecei minha carreira como empreendedor aqui no Brasil, havia muitos de nós. Era na época da Rocket Internet: tinha muitos alemães, americanos e franceses. E então, durante um tempo, eles meio que desapareceram. Provavelmente tem a ver com os altos e baixos econômicos do Brasil, mas eis que agora você está aqui, um gringo na cidade, construindo algo no Brasil. Algo realmente único e intrigante. Eu adoraria ouvir mais: você pode compartilhar um pouco sobre o seu passado, sua trajetória e o que o trouxe ao Brasil e à decisão de começar a Comp localmente? Chris: Claro! Que honra! Acho que sou o primeiro gringo no podcast, então estou honrado de ser o primeiro. Um pouco sobre mim – sou meio holandês e meio americano. Nasci na Holanda e cresci principalmente nos EUA. Quando jovem, meu sonho era jogar futebol profissional. Além de ser o “gringo” com quem você está conversando agora, meu segundo maior orgulho é que joguei contra o Mbappé na França quando eu tinha cerca de 14 anos. Mas, em certo ponto, percebi que não seria bom o suficiente para fazer disso uma carreira. Eu fui jogar na universidade e estudei na Cornell, em Nova York. Foi lá que conheci meu cofundador brasileiro, chamado Pedro, há mais ou menos uns 7 ou 8 anos. Estávamos em uma aula de comunicação empresarial, onde a tarefa era dar um discurso inspirador sobre algo que queríamos fazer em nossa carreira. Todo mundo na classe dizia que queria trabalhar no Goldman Sachs como banqueiro ou ser consultor na McKinsey. Pedro e eu fomos os únicos a falar sobre empreendedorismo. Achei que Pedro fez um discurso muito carismático e emocional sobre porque queria ser empreendedor. Mas o professor, depois do discurso dele, disse algo como: “Pedro, tenho certeza de que o que você disse foi ótimo, mas não consegui entender por causa do seu sotaque brasileiro. Você precisa melhorar isso se quiser passar nessa matéria." Após a aula, fiz uma brincadeira com ele, e acabamos nos tornando amigos por sermos os únicos da turma com mentalidade empreendedora. Começamos a almoçar juntos, a trocar ideias, etc. Durante nosso segundo ano de faculdade, começamos um negócio de entrega de comida. Entregávamos açaí para estudantes no campus e alguns outros itens de café da manhã. A inovação que criamos, entre aspas, foi que, diferente de plataformas como Uber Eats, iFood ou DoorDash, onde cada entrega é feita separadamente, nós coletávamos vários pedidos de uma vez para reduzir o preço da entrega. Em vez de uma pessoa da entrega pegar um pedido por vez, pegávamos, por exemplo, 8 ou 10 pedidos de uma só vez. Dessa forma, reduzíamos o custo para o consumidor e tornávamos o processo mais eficiente. Como muitos estudantes moravam próximos uns dos outros no campus, fazia sentido. Além disso, ajudávamos restaurantes fora do campus a atender os estudantes e a gerar mais receita durante as manhãs, quando eles tinham capacidade ociosa. Esse foi, basicamente, o nosso modelo de negócio. Chegamos a levantar capital de algumas aceleradoras, crescemos para uma equipe de 30 pessoas, aprendemos muito, mas tivemos o que chamamos de uma saída pequena. Não foi um grande sucesso financeiro, mas aprendemos que amávamos ser empreendedores. Até hoje, não sei explicar de forma 100% racional; foi mais emocional, e ainda é. Amamos construir algo do zero, trabalhar com colegas inteligentes e ambiciosos, enfrentar novos desafios todos os dias. Também aprendemos que adorávamos trabalhar juntos, e nos comprometemos a continuar trabalhando juntos por anos. Então, dessa experiência, não tivemos um grande retorno financeiro, mas conquistamos uma parceria de longo prazo entre mim e o Pedro. Depois de nos formarmos, trabalhei na General Atlantic, uma firma global de private equity focada em estágio de crescimento (Series B, Series C). Lá, me concentrei em empresas de tecnologia B2B e avaliei várias empresas de recrutamento, performance, folha de pagamento, compensação, etc. Foi um lugar fantástico para aprender e, eventualmente, acabei mergulhando fundo na área de tecnologia para RH, que encabeça o que fazemos hoje na Comp. Florian: Impressionante! Há muito o que explorar só nessa parte da sua trajetória, e também muitos aspectos em comum, Chris. Eu também joguei futebol, mas, infelizmente, não contra o Mbappé. Essa é uma ótima história! Você deveria contar isso mais vezes. Chris: Eu até contaria mais vezes, mas perdemos aquele jogo de 5 a 1. Florian: Ele marcou? Chris: Ele marcou três vezes. Florian: Uau. Já dava pra perceber que ele era incrível, né? Chris: Sim, dava pra ver que ele era fantástico. Florian: Então provavelmente você está em um daqueles vídeos caseiros onde o Mbappé destrói todo mundo, e você é um dos meninos tentando detê-lo no vídeo. Chris: Eu adoraria ver esse vídeo, por mais embaraçoso que fosse. Florian: Muito bom. Mas voltando ao que você mencionou, algo que capturou minha atenção foi quando você disse que, até hoje, não sabe muito bem por que quis começar uma empresa, dizendo ser um processo emocional. E, em muitos aspectos, isso se assemelha a ser uma criança querendo ser jogador de futebol, certo? É mais como um sonho, algo que você simplesmente quer fazer. E, como empreendedor, esperamos que você acabe se tornando mais um "Mbappé", do que "Chris". Mas, me conte um pouco mais sobre como vocês construíram a empresa na faculdade, venderam e seguiram em frente. Você sabia que ia começar outra empresa? E trabalhar na General Atlantic foi mais um “deixa eu olhar o mundo real e adquirir habilidades” ou algo mais? Como foi essa decisão? Para você, foi sempre óbvio que aquilo era algo temporário e que você voltaria a ser fundador? Chris: Sim, diria que foi algo assim. No último semestre da faculdade, Pedro e eu fizemos uma promessa um ao outro de que, em até 3 anos, iríamos começar um negócio juntos. Pedro foi trabalhar em um cargo de produto no Vale do Silício, enquanto eu fui para a General Atlantic, mas o plano era claro: trabalhar por alguns anos, ter experiências complementares em nossas trajetórias e aprender como é estar no “mundo real”. Queríamos construir um currículo sólido, mesmo que por apenas 1 ou 2 anos. Mas sabíamos, desde o dia em que paramos de trabalhar no negócio de entrega de açaí, que um dia voltaríamos. Florian: E vocês sabiam que seria vocês dois juntos novamente. Chris: Exatamente. Disso nós tínhamos certeza. Não sabíamos se seria uma empresa B2B, B2C, em qual setor, ou mesmo em qual geografia, mas sabíamos que seria nós dois. Acabamos indo para o mundo do tech para RH porque foi o foco do meu trabalho na General Atlantic, e posso aprofundar mais sobre isso. Florian: Legal, fale mais sobre isso. Acho muito interessante. Chris: Eu diria que existiam alguns temas principais. Na General Atlantic, como a maioria das empresas de investimento, o papel dos analistas juniores é basicamente buscar oportunidades e fazer diligências, no nosso caso, em empresas de tecnologia em estágios mais avançados (Series B em diante). Algo que me surpreendeu inicialmente – e lembro de comentar isso com o Pedro – foi que, ao fazermos diligência em empresas promissoras, percebíamos que a maioria dos CEOs tinha muita clareza sobre sua estratégia de mercado e visão do produto, mas, por outro lado, não tinham tanto domínio sobre a estratégia relacionada às pessoas que fazem todas essas coisas acontecerem. Perguntávamos coisas como: “Por que vocês têm essa divisão específica de salário fixo versus variável?”, ou “Quais são os custos associados à folha de pagamento nessa região ou país, se você contratar CLT ou prestadores de serviço?”. Também perguntávamos coisas como: “Como os gestores conseguem orçamento para novas contratações?” ou “Como vocês alocam o orçamento de aumento salarial anual?”. E a maioria dos líderes usava uma boa dose de intuição para responder a essas questões. Isso não é necessariamente errado, mas começamos a chamar isso de “estratégia de custo de mão de obra”. E ficou claro para nós que, mesmo em empresas modernas de tecnologia e serviços, onde 50% a 80% do orçamento operacional vai para folha de pagamento e benefícios, a abordagem usada para essas questões era baseada em “achismos”. O foco nessas decisões críticas parecia ser insuficiente. Outra coisa que eu aprendi na General Atlantic foi a operação do RH, ou seja, o lado operacional do RH, e não tanto o estratégico. Quando digo operacional, quero dizer as atividades diárias geridas, muitas vezes, em planilhas de Excel e PDFs. Observamos que esse era um espaço relativamente saturado globalmente. Em qualquer mercado grande (Latam, EUA, Europa, etc.), havia dezenas de empresas vendendo ferramentas de software que ajudavam as empresas a gerenciar diferentes partes da área de RH: desde folha de pagamento até recrutamento, desempenho, entre outros. Avaliamos que o lado operacional já tinha muitos concorrentes e seria muito difícil entrar nesse mercado com um SaaS tradicional. Além disso, percebemos que, enquanto o lado operacional era bem atendido, o lado estratégico – especificamente em relação a compensação e estratégia de custo de mão de obra – ainda dependia amplamente de consultorias como Mercer, Korn Ferry e Willis Towers Watson. Essas consultorias são extremamente caras e com NPS negativo. Foi um momento de “eureka” perceber que, apesar do custo alto, os resultados obtidos com essas consultorias não atendiam às expectativas. Além disso, muitas decisões relacionadas à compensação nas empresas ainda eram feitas de forma pouco transparente, tanto para recrutadores quanto para os próprios colaboradores. A compensação como um todo parecia ser um “problema cabeludo” tanto do lado da empresa quanto do colaborador. E foi aí que começamos a explorar a ideia de construir uma empresa que ajudasse outras empresas com suas estratégias de compensação total. Florian: Super interessante, Chris. Isso faz muito sentido. Por que você não nos conta um pouco mais sobre a evolução do produto da Comp e como a empresa começou? Também trabalhamos juntos nisso, então vi boa parte da jornada. Quando começaram, e quando investimos em vocês pela primeira vez, a ideia e o produto inicial eram, essencialmente, um banco de dados de compensação, com dados em tempo real. E foi incrível como vocês conseguiram atrair várias techs para participarem da plataforma, compartilhando, de forma anônima, os dados de compensação. Em troca, essas empresas recebiam benchmarks do mercado. Se minha descrição não for precisa, me corrija. Mas esse era o produto inicial. Como o valor evoluiu desde então? O que vocês aprenderam ao longo desses últimos anos e, agora, qual o principal valor que a Comp entrega? Chris: Certo! Há muita coisa para discutir aqui. Mas sim, começamos exatamente como você descreveu. Criamos um banco de dados de compensação, que é o primeiro produto. A proposta de valor para os clientes era: para tomar a maioria das decisões sobre salários, benefícios, bônus, e incentivos de longo prazo, eles precisariam de benchmarks do mercado. Quer dizer, dados específicos sobre o que os concorrentes diretos estão fazendo. E, claro, cada cliente precisa de benchmarks diferentes: por exemplo, uma empresa pode querer comparar seus engenheiros com Nubank e PicPay, mas precisa olhar para Itaú ou Bradesco quando se trata de analistas financeiros. O primeiro produto que criamos foi, basicamente, isso: um banco de dados com rede de dados altamente valiosa. Quanto mais empresas participam da base compartilhando seus dados anonimamente, mais robusto o banco de dados fica para todos. Por isso, disponibilizamos essa ferramenta gratuitamente – além do fato de que não existe orçamento tão significativo destinado apenas para a aquisição de benchmark. Hoje, temos mais de 1.000 empresas usando esse produto na América Latina, com foco no Brasil, além de algumas multinacionais que têm operações locais. Continuamos expandindo: começamos apenas com benchmarks de salário, mas já adicionamos dados sobre modelos de salário variável, benefícios, incentivos de longo prazo e até análises organizacionais como número médio de subordinados por gestor. Agora, ajudamos os clientes em duas frentes principais: estratégia e implementação. Sobre estratégia: hoje empresas nos contratam para desenhar ou revisar a estratégia de compensação. Isso inclui desde construir tabelas salariais até planos de bônus e benefícios. Por outro lado, também fornecemos ferramentas para implementar essas políticas, automatizando promoções, comunicação de benefícios, entre outras atividades. Florian: Super interessante, Chris. Isso faz muito sentido. Por que você não nos conta um pouco mais sobre a evolução do produto da Comp e como a empresa começou? Também trabalhamos juntos nisso, então vi boa parte da jornada. Quando começaram, e quando investimos em vocês pela primeira vez, a ideia e o produto inicial eram, essencialmente, um banco de dados de compensação, com dados em tempo real. E foi incrível como vocês conseguiram atrair várias techs para participarem da plataforma, compartilhando, de forma anônima, os dados de compensação. Em troca, essas empresas recebiam benchmarks do mercado. Se minha descrição não for precisa, me corrija. Mas esse era o produto inicial. Como o valor evoluiu desde então? O que vocês aprenderam ao longo desses últimos anos e, agora, qual o principal valor que a Comp entrega? Chris: Certo! Há muita coisa para discutir aqui. Mas sim, começamos exatamente como você descreveu. Criamos um banco de dados de compensação, que é o primeiro produto. A proposta de valor para os clientes era: para tomar a maioria das decisões sobre salários, benefícios, bônus, e incentivos de longo prazo, eles precisariam de benchmarks do mercado. Quer dizer, dados específicos sobre o que os concorrentes diretos estão fazendo. E, claro, cada cliente precisa de benchmarks diferentes: por exemplo, uma empresa pode querer comparar seus engenheiros com Nubank e PicPay, mas precisa olhar para Itaú ou Bradesco quando se trata de analistas financeiros. O primeiro produto que criamos foi, basicamente, isso: um banco de dados com rede de dados altamente valiosa. Quanto mais empresas participam da base compartilhando seus dados anonimamente, mais robusto o banco de dados fica para todos. Por isso, disponibilizamos essa ferramenta gratuitamente – além do fato de que não existe orçamento tão significativo destinado apenas para a aquisição de benchmark. Hoje, temos mais de 1.000 empresas usando esse produto na América Latina, com foco no Brasil, além de algumas multinacionais que têm operações locais. Continuamos expandindo: começamos apenas com benchmarks de salário, mas já adicionamos dados sobre modelos de salário variável, benefícios, incentivos de longo prazo e até análises organizacionais como número médio de subordinados por gestor. Agora, ajudamos os clientes em duas frentes principais: estratégia e implementação. Sobre estratégia: hoje empresas nos contratam para desenhar ou revisar a estratégia de compensação. Isso inclui desde construir tabelas salariais até planos de bônus e benefícios. Por outro lado, também fornecemos ferramentas para implementar essas políticas, automatizando promoções, comunicação de benefícios, entre outras atividades. Florian: Muito interessante, Chris. Notei que você não mencionou a palavra "IA" ao falar do produto, o que é curioso, porque vejo a Comp como uma empresa nativa de IA. Vamos falar um pouco sobre o que significa ser uma empresa nativa de IA, tanto no produto quanto na cultura. Como vocês estão utilizando IA para liderar essa categoria de "selling work"? Chris: Ótima pergunta. Talvez a primeira coisa a abordar seja por que não mencionamos IA ao falar da Comp. Diferente de outras empresas de "selling work", que tentam eliminar completamente a necessidade de humanos na operação, nós intencionalmente mantemos humanos no processo. Isso porque acreditamos que, em decisões estratégicas como compensação, é crucial ter um especialista humano envolvido. Nosso diferencial é que usamos IA para apoiar esses especialistas. A IA nos ajuda a analisar grandes volumes de dados, identificar padrões e fornecer recomendações baseadas em dados. Mas o toque humano ainda é essencial, especialmente em decisões estratégicas críticas. Florian: Faz sentido. E como vocês têm se saído em termos de tração e marcos importantes? Chris: Hoje, temos mais de 1.000 empresas usando nosso produto de benchmark e mais de 100 clientes pagantes utilizando nossos serviços de estratégia e implementação. Crescemos mais de 8x ano a ano em 2024 com uma equipe enxuta de 16 pessoas. Florian: Impressionante. E como vocês pensam sobre a cultura da empresa, especialmente em um ambiente de crescimento tão rápido? Chris: Temos sido muito intencionais sobre manter a equipe pequena e focada. Acreditamos que uma equipe menor e altamente qualificada é mais eficiente e ágil. Isso nos permite evitar burocracia e tomar decisões rapidamente. Também incentivamos uma cultura de colaboração e propriedade, onde cada membro da equipe é incentivado a assumir responsabilidade e contribuir ativamente. Florian: Muito interessante, Chris. E quais são os maiores desafios que vocês enfrentaram até agora? Chris: Um dos maiores desafios tem sido vender para compradores avessos ao risco, como o RH. É difícil convencê-los a adotar uma nova abordagem sem muita confiança. Investimos muito em construir nossa marca e estabelecer confiança com nossos clientes. Outro desafio é educar o mercado sobre o valor que oferecemos. Muitas vezes, os clientes não percebem que têm um problema até que seja tarde demais. Por isso, começamos com contratos menores e expandimos conforme ganhamos a confiança do cliente. Florian: E quais são os planos futuros para a Comp? Chris: Temos ambições globais. O problema que resolvemos é universal, e acreditamos que podemos levar nossa abordagem para outros mercados. Estamos apenas começando, mas estamos animados com o potencial de crescimento e impacto que podemos ter. Florian: Muito obrigado, Chris, por compartilhar sua história e insights. Foi uma conversa incrível, e estamos ansiosos para ver o que o futuro reserva para a Comp. Chris: Obrigado, Florian, e a toda a equipe da Canary pelo apoio. Estamos apenas começando, e há muito mais por vir. See omnystudio.com/listener for privacy information.
To access the 2025 future of work trends research, see: https://www.gartner.com/en/human-resources/trends/future-of-work-2025-toolkit Entering 2025, organizations face a host of environmental shifts, such as economic uncertainty, changing workforce demographics and continued AI innovation. As CHROs set their strategies for 2025, they must help their organizations navigate unforeseen challenges by considering the newest developments in the world of work. In this episode of the Talent Angle, Gartner's Peter Aykens and Emily Rose McRae share nine future of work trends that will shape HR in 2025. Peter Aykens is the chief of research for Gartner's HR practice. Aykens is responsible for building and leading research teams within the practice to address clients' key initiatives. Before his current role, he spent over 25 years at Gartner leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channels, marketing, customer experience and product challenges. He holds a bachelor's degree in political science from St. Olaf College, a master's degree in international politics from Aberystwyth University (formerly known as the University College of Wales, Aberystwyth), and a master's degree and a doctorate in political science from Brown University. Emily Rose McRae advises CHROs and other C-suite executives on the future of work and workforce transformation. Emily Rose's core focus areas include emerging technologies (such as GenAI) and their impact on work and the workforce, new employment models, evolving employee expectations, flexibility for frontline workers, and the aging workforce. She also helps executives with workforce planning to anticipate and prepare for these changes, creating an enterprisewide future of work strategy, and creating and iterating on hybrid work strategies and the role of the office. Caroline Walsh is a managing vice president in Gartner's HR practice. Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor's degree in East Asian studies from Columbia University, and a master's degree in public affairs from Princeton University.
As we close out 2024 and set our sights on 2025, The E1B2 Collective: Vision 2025 - brings you an exclusive series featuring bold voices and forward-thinking leaders shaping the future of immigration, talent, and business strategy. This special year-end edition celebrates the innovations, stories, and partnerships that defined 2024 while exploring what lies ahead in the new year. Join us for a star-studded lineup of guests who are breaking barriers and building futures: Global Entrepreneurs: Insights from founders using cutting-edge solutions to empower immigrant talent and redefine global workforce strategies. HR Innovators: Hear from CHROs and talent leaders crafting inclusive policies and leveraging immigration to solve workforce challenges. Immigration Experts: Explore the technologies and strategies revolutionizing visa sponsorships, self-sponsored options, and global mobility. Policy Leaders: A look ahead at anticipated 2025 immigration trends and their implications for businesses and individuals. Inspiring Success Stories: Celebrating the journeys of individuals who turned challenges into milestones with innovative visa pathways.
For three years running, CEOs and CHROs have rated employee attraction and retention as a top internal priority. How can employers optimize their total rewards programs to attract top talent while meeting business goals? Join Steve Odland and guest Rita Meyerson, EdD, principal researcher for human capital at The Conference Board, to discover the many elements of total rewards, why employee recognition can enhance engagement, and how leaders should think about total rewards strategy. (00:45) Defining Total Rewards (01:35) Components of Total Rewards (02:07) Importance of Attraction and Retention (05:50) Role of Flexibility in Total Rewards (09:14) Recognition as a Key Reward (15:20) Integrating Culture with Total Rewards (20:00) Diversity and Changing Workforce Needs (25:47) Leadership's Role in Total Rewards For more from The Conference Board: The Paramount Value of Total Rewards: Forward Strategies for CEOs and CHROs The Evolving Total Rewards Landscape: Tactics to Attract and Retain Talent US Salary Increase Budgets 2024-2025
On this episode of Redefining Work, I'm joined by Laszlo Bock, co-founder of the Berkeley Transformative CHRO Academy, former people operations leader at Google and one of the most influential voices in HR. Laszlo shares his journey from shaping Google's data-driven HR practices to mentoring the next generation of CHROs. We dive into the power of data in decision-making, the importance of values-driven leadership, and the challenges of scaling culture in a growing organization. Whether you're an emerging leader or a seasoned professional, this conversation is packed with actionable insights on courage, culture, and the evolving role of HR.
Only 2% of CHROs think their performance management system truly inspires employees to improve. Liz Heitner, CHRO at Penn Mutual, understands why and shares how to change that. We dive into how Penn Mutual leaders have transformed their approach, resulting in a performance success program that actually works – and employees enjoy. She candidly shared lessons learned, how to manage imposter syndrome, and what she's learning from Tik Tok. Don't miss the company culture event of the year! Enter the code "Better" and get $200 off the Great Place To Work For All Summit: For All Summit 2025 | Great Place To Work® Subscribe to the Great Place To Work company culture newsletter. Want to join our Great Place To Work community? Learn more about Certification. For a transcript of this episode, visit Penn Mutual's Liz Heitner on Effective Performance Management | Great Place To Work®
In today's episode of the HR Leaders Podcast, we welcome Steve Degnan, Advisor, Board Member, and Former CHRO of Nestlé Purina PetCare. Steve shares his unfiltered perspective on HR leadership, discussing the importance of resilience, embracing discomfort for growth, and transforming HR into a strategic powerhouse. He provides insights into balancing strategic business priorities with employee well-being and navigating challenges like hybrid work and tough organizational decisions. Steve also emphasizes the critical role of humor and grit in thriving as an HR leader.
En nuestro episodio 423 conversamos con Alejandro Paz socio de Robert Walters, Antonio Ferreira HR Director en Epson, Hernan Sandro Directo del Hospital Alemán e Ines Olano Chief of Talent Management en BID sobre:+ Las personas son tu mayor ventaja competitiva.+ La cultura es el alma que sostiene cada estrategia.+ Conectar a los CHROs y con los CEOs.+ Invertir en bienestar es ahorrar en costos.+ El talento alineado es la base de toda innovación y crecimiento.+ El CHRO en la junta es el puente hacia una empresa más humana y rentable.Acá puedes conocer más sobre Hackers del Talento y Ricardo PinedaSuscríbete a nuestro newsletter Cartas al Talento donde reflexionamos sobre Talento Humano, el futuro del trabajo y la humanización
In this inspiring episode of Gratitude Through Hard Times, host Chris Schembra sits down with David Landman, a former senior HR executive at Goldman Sachs, to explore his transformative journey from corporate success to living a life centered on joy, gratitude, and purpose.David, who is passionate about making work more sustainable, fulfilling, and inclusive for everyone, shares how his career transition was sparked by a desire to escape stagnation and create a more meaningful life. After 20 years at Goldman Sachs, David now dedicates his time to supporting visionary founders, investors, and innovators who are redefining what it means to thrive in the workplace.Through his work, David:Advises some of the world's most innovative HR tech startups and venture capitalists.Builds communities of CHROs and HR executives passionate about giving back.Shares his knowledge with the next generation of HR leaders.In the episode, David introduces “The Long Exhale,” a framework for rediscovering joy and purpose. He shares actionable steps for leaders to break free from burnout, foster gratitude, and create lasting impact—both in their personal and professional lives.This conversation is filled with practical insights, including how to:Take small actions to get unstuck.Shift from an inward to an outward mindset.Adopt an abundance mindset and embrace joy over achievement.David's guiding principle is clear: When we lift others up, we can all succeed. This episode is a call to action for leaders and changemakers to co-create a better future of work together, fueled by empathy, gratitude, and human connection. Key Discussion Points:David's Journey from Corporate Executive to Joyful LivingSigns of Feeling StuckThe Long Exhale FrameworkThe Role of Gratitude in Leadership and LifeRedefining SuccessNature as a Tool for Perspective and RenewalChallenges of Transitioning to a New Way of BeingPractical Actions for Leaders and IndividualsDavid's Vision for the Future of WorkThe Call to Rediscover JoyNotable Quotes:David Landman:“I'm working for joy now, and it's so freaking amazing.”Chris Schembra:“Misery is optional. Let's rediscover joy and wake up to the beauties of life.”David Landman:“The Long Exhale is about relaxing into the moment, finding gratitude, and following the things that bring you purpose and joy.”David Landman:“When we lift others up, we can all succeed. Let's co-create a better future of work together.”Chris Schembra:“Just because you find your purpose doesn't mean the journey will be all sunshine, rainbows, and unicorns. But it will be worth it.”David Landman:“I was stuck, not because I didn't know what to do next, but because I was afraid to take that first step. Small actions are the key to big transformations.”David Landman:“I spent 20 years climbing the corporate ladder, and now I've discovered the joy of walking the forest trail.”Chris Schembra:“Adopting an outward mindset opens the door to connection, gratitude, and rediscovering joy.”David Landman:“Life doesn't have to be about rigid plans or fixed destinations. It's about following the breadcrumbs of what brings you joy and meaning.”Chris Schembra:“Gratitude isn't just a feeling—it's a practice that can transform your relationships, your leadership, and your life. ABOUT OUR GUEST:David Landman is a seasoned Human Resources executive with a distinguished career, primarily spent at Goldman Sachs where he served for over 20 years. As the Global Head of Talent Development and a member of the Human Capital Management Executive Committee, he played a pivotal role in shaping the firm's talent strategy and implementing strategic initiatives that drove business performance and enhanced diversity. Renowned for his expertise in talent practices, Landman's work has been featured in notable publications such as Forbes. Following his tenure at Goldman Sachs, he has dedicated his time to supporting visionary companies and innovators, serving as an advisor to HR technology companies and leading the CHRO community at PeopleTech Enterprise. An active speaker at institutions like Columbia University and a participant in various conferences and podcasts, Landman emphasizes the importance of feedback in personal and professional growth. He recently joined Loupe's Advisory Board, where he promotes employee development and feedback as key business priorities, advocating for a humane, connected, and fulfilling work environment. Connect with David Landman:LinkedIn:David LandmanABOUT OUR HOST:Chris Schembra is the Wall Street Journal bestselling author of Gratitude Through Hard Times and Gratitude and Pasta. USA Today calls him their "Gratitude Guru", he's a Founding Member of Rolling Stone Magazine's Culture Council, and he sits on the Executive Board at Fast Company Magazine.He is the Founder and Chief Question Asker of the 7:47 Gratitude Experience™ — an evidence-based framework used to strengthen client and team relationships in profound ways. He's used the principles of gratitude to spark thousands of relationships within the workplace.FOLLOW CHRIS:**WEBSITE |INSTAGRAM |LINKEDIN |BOOKS** Resources Mentioned:Book: 4,000 Weeks: Time Management for Mortals by Oliver BurkemanPractice: Japanese Forest Bathing (Shinrin Yoku)
In the face of uncertainty and change, how do you ensure you don't feel lost and defeated? More importantly, how do you ensure that doesn't happen to the team you lead? Dr Gabriella Rosen Kellerman is the Chief Innovation Officer at BetterUp and she sees firsthand their cross discipline research into what can be done to help human flourishing. Professionally she advises Fortune 500 CEOs and CHROs and contributes regularly to Harvard Business Review, MIT Sloan Management Review and Scientific American Mind, Her book Tomorrowmind, co-authored by Professor Martin Seligman provides research on how to navigate the never-ending cycles of change and unprecedented uncertainty that we are all facing in the present working climate. In this episode Gabriella shares: - ✨ Her tricks on how you can bring creativity into your workforce -
Jenna Eichberg, Chief People Officer at AlertMedia, joined us on The Modern People Leader. We talked about the state of HR, why CHROs are rethinking their roles, and AlertMedia's leadership programs. ---- Use code MPL-LIVE-50 to get 50% off your ticket for MPL Live Miami on December 10th. Buy Tickets Here. ---- (0:13) Announcement: MPL Live Miami event on December 10th (5:01) Jenna's story (10:06) Navigating industries and career growth (17:07) Transition to AlertMedia – finding a dream job (29:03) The state of HR today and managing change (32:09) The “Manager Dilemma” and leadership development (37:55) The launch of the Emerging Leaders Program (45:14) Executive and people team offsites: Key insights (47:52) HR burnout and the light at the end of the tunnel (54:47) A positive outlook for the future of HR (59:28) Rapid fire questions ----
Tom shares two inspiring frameworks he's developed to guide HR professionals in their leadership journey. The Intentional Leader Model encourages HR leaders to adopt deliberate and thoughtful leadership practices, and the CHRO Impact Framework helps HR professionals enhance their effectiveness. These models highlight the importance of intentionality, purposeful leadership and self-reflection to drive performance and personal growth. Tom shares insights on how you can: Prioritise Purpose and Self-Awareness: Tom highlights the importance of aligning tasks with your purpose, be mindful of how you spend time, ensure your efforts contribute to your long-term goals, helping to prevent burnout and boost productivity. Develop Boundaries: Advocating that strong leaders set clear boundaries, Tom discusses delegating tasks that don't energise you and making self-reflection and personal development priorities for authenticity and resilience in leadership. Leverage HR's Role in Sustainability: Tom discusses how, by engaging with frameworks like the UN Sustainable Development Goals, HR leaders can challenge the status quo and drive positive change on a global scale, promoting fairness, equity, and environmental sustainability. Thank you to Hex Talent and Development for supporting How HR Leaders Change the World Is your organisation doing everything it can to ensure its people and teams are reaching their full potential? This episode is sponsored by Hex Talent and Development. Hex is a people performance consultancy that's laser focused on making individuals, teams and organisations the best they can be. Hex isn't just another learning provider, they are the full package. They offer individual and team coaching, facilitation of team events and gatherings, leadership development and broader HR consultancy. They are thought leaders and have their own model for leadership, the intentional leader and the CHRO impact framework for developing high performing senior HR leaders. Above all, Hex brings passion, challenge and joy to all their clients. Want to learn more? Head on over to HEX talent and development to see how Hex can help your organisation thrive. How HR Leaders Change the World - Live! 13 November 2024 Our sell out conference is back! In London and on Live Stream. The role of HR in ESG and Sustainability is rising up the agenda. What brilliant opportunities ahead for you and your teams to create even more business value and positive change. And so, if you'd like to build your influence and impact, if you'd like to spend a day with pioneering CHROs and fellow HR Changemakers, come and join us! You'll leave with knowledge and actionable ideas that you can implement too, and, for even more inspiration – we're so excited to share this - our keynote this year is acclaimed Swazi-British actor, Richard E Grant. Speaking on the topic, 'From global perspectives to daily to do lists'… we can't wait… Check out the inspiring agenda and click here to secure your place today: https://www.eventbrite.com/e/how-hr-leaders-change-the-world-live-2024-tickets we can't wait to see you there!
In today's episode of the HR Leaders Podcast, we welcome Parker Mitchell, CEO of Valence. Parker shares his insights on how generative AI is transforming the workforce and HR functions, discussing how companies can leverage AI to systematize management, enhance team dynamics, and improve leadership development at scale.He also explores the future of AI-powered tools in HR, including the rise of AI coaching and its potential to reshape management.
Send us a textIn this engaging podcast, Shelly Morales, founder and CEO of Morales HR, takes us on an inspiring journey—from her early days working at her family's hot dog stand, “Sandy's Happy Hot Dogs,” in the Bay Area to holding influential HR leadership roles in top tech companies and ultimately establishing her own HR consulting firm. Shelly shares how grit and determination fueled her path from a receptionist manually tracking resumes to impactful HR leadership positions at companies like LinkedIn, Quantenna, Atlassian, and Cadence Design Systems. Reflecting on her growth from an HR generalist to a strategic business partner, she discusses how her dedication to connecting people with meaningful work, improving employee experiences, and advocating for flexible employment practices has shaped her career.A pivotal chapter of her career was at Atlassian, where she saw firsthand the power of technology in building connectivity and engagement within remote teams. Atlassian's early commitment to remote work, long before the COVID-19 pandemic, highlighted the essential role of tools like Confluence, Slack, and the now-retired HipChat in fostering team cohesion and a strong company culture across continents and time zones. These tools not only allowed dispersed teams to stay connected in real time but also encouraged personal storytelling that bridged physical distances. The onset of the pandemic accelerated the acceptance of remote work and highlighted how blending work and personal life could enhance productivity and work satisfaction, shifting companies' focus from rigid office hours to outcome-based performance and helping establish a more human-centered work culture.Through Morales HR, Shelly aims to create a supportive network for professionals seeking roles that align with today's flexible and dynamic work environments—from remote and fractional engagements to gig work opportunities. Her firm connects members across industries and roles, from CHROs and CFOs to customer support, without relying on traditional job postings.Kindness is at the heart of Morales HR's intake process, where prospective members engage in a personal interview to ensure alignment with the company's values. Shelly firmly believes that kindness and inclusivity are essential yet often overlooked qualities for creating a supportive workplace. By working with companies that value these principles, Morales HR builds relationships that uphold professionalism and empathy, benefiting both employees and employers.Shelly also highlights Morales HR's role in the expanding gig economy, a trend she has championed for years. While not all early predictions around the gig economy and digital currency came to fruition, Shelly notes that the demand for flexible, project-based roles has steadily grown. Shelly Morales's story is one of resilience and transformation. Her career represents the evolution of HR from administrative support to a people-centered, strategic practice that embraces flexibility, kindness, and the power of technology. Her mission is clear: to build connections between employees and employers that prioritize human connection, work-life balance, and mutual respect, setting a foundation for a thriving future in HR.Learn more about Shelly:Shelly's LinkedIn: https://www.linkedin.com/in/shellymorales/MoralesHR's webpage: https://moraleshr.com/
Data for the Emerging Trend – HR & Sustainability: Kerri O'Neill, Chief People Officer, Ipsos UK&I Kerri shares a personal expert viewpoint on where sustainability and HR come together, based on her 20 years of practitioner experience in shaping organisations, plus insight from her new role with Ipsos UK & Ireland. Sharing data that underpins this approach, from our intuitive views to what employees want, Kerri provides research that you can use to evidence why your organisation and your HR function have an opportunity to lean into the HR and Sustainability agenda. Noting that you don't need to be an expert in technical detail such as carbon capture in order to take action, Kerri shares some of the books she's been reading to help think about HR through the lens of Sustainability, and leaves you with a moving call to action from David Attenborough... Thank you to Staffbase for supporting How HR Leaders Change the World Staffbase knows that HR leaders are driving transformation in the workplace, and they're here to help. Their internal communications platform empowers companies to connect with their people, whether at their desks or on the frontlines. With tools that improve engagement, amplify employee voices, and align everyone with your company's goals, Staffbase makes it easier for HR leaders to create and measure lasting change. Want to learn more? Head on over to staffbase.com/en/staffbase-for-hr to see how Staffbase can help your organisation thrive. How HR Leaders Change the World - Live! 13 November 2024 Our sell out conference is back! In London and on Live Stream. The role of HR in ESG and Sustainability is rising up the agenda. What brilliant opportunities ahead for you and your teams to create even more business value and positive change. And so, if you'd like to build your influence and impact, if you'd like to spend a day with pioneering CHROs and fellow HR Changemakers, come and join us! You'll leave with knowledge and actionable ideas that you can implement too, and, for even more inspiration – we're so excited to share this - our keynote this year is acclaimed Swazi-British actor, Richard E Grant. Speaking on the topic, 'From global perspectives to daily to do lists'… we can't wait… Check out the inspiring agenda and click here to secure your place today: https://www.eventbrite.com/e/how-hr-leaders-change-the-world-live-2024-tickets, we can't wait to see you there!
Question: What's the value of being able to have uncomfortable conversations around DEI masterfully? How much more could you company prosper if you could increase your business by attracting diverse buyers? In this podcast, Denise Cooper and her guest, Dietra Giles, an international consultant, speaker, and corporate trainer, delve into the intricacies of leadership, focusing on the often-overlooked skill of conversational competence. Today's insightful podcast discussion explores how effective communication can drive DEI initiatives, foster strong team dynamics, and navigate complex business challenges.Key topics covered in this episode:The evolution of diversity, equity, and inclusion (DEI) in the workplaceThe importance of conversational competence as a foundational leadership skillThe D.A.R.E. model: A practical framework for navigating tough conversationsThe role of leadership in fostering a culture of open communication and inclusivity.Addressing common challenges faced by executives and CHROs in mid-sized companies.By understanding and applying the D.A.R.E. model, listeners can enhance their leadership abilities, build stronger relationships, and create a more inclusive and productive work environment.You can learn more and reach Dietra Giles at https://www.dethragiles.org/about
In today's episode of the HR Leaders Podcast, we explore the powerful collaboration between Chief HR Officers and People Analytics leaders. Our guest dives into the challenges of aligning HR strategy with analytical capabilities and overcoming data silos. When these roles work together effectively, they unlock data-driven insights that improve decision-making, employee experience, and overall business performance.
In today's episode of the HR Leaders Podcast, we discuss how generative AI is reshaping HR by improving efficiency, decision-making, and employee experiences. Our guest covers how CHROs can develop effective AI strategies that align with business goals, overcome challenges like data privacy, and foster continuous learning to unlock the full potential of AI in HR functions.
In this special feature, three of our Heidrick & Struggles colleagues—Kathryn Bardi, Christina Cary, and Sean McLean—sit down to talk about neurodiversity: what it is and what it means for leaders, particularly CHROs and chief people officers, looking to make their organizations more inclusive. The three offer their advice to a leader or manager who wants to make a positive difference but isn't quite sure where to start; discuss what it takes to create a workplace that accommodates neurodiversity; and share their thoughts on how leaders should think about remote work when it comes to our neurodivergent colleagues. Hosted on Acast. See acast.com/privacy for more information.
In today's HR Leaders Podcast, we chat with Larry Emond, Senior Partner at Modern Executive Solutions and former Gallup executive. Larry delves into the evolving role of CHROs, highlighting the value of rotating business leaders through HR roles to boost strategic impact. He also touches on key topics like HR technology, DEI challenges, and the shift toward skills-based organizations, emphasizing the need for CHROs to stay adaptable in the changing HR landscape.
The summer hiatus is winding down and new episodes are on the horizon. Stay tuned for Season 6…we've got exciting topics and guests on the horizon. This throwback episode was recorded with Lauren Leader during Women's History Month at the height of the Pandemic. Many of the same issues like work life integration, child care, and lack of remote work options are still an everyday struggle for many women.Lauren is the co-founder and CEO of All In Together, a non-partisan, non-profit organization dedicated to women's civic education and participation. She is also the People, Culture & Leadership Advisor for Leader Chivee Advisors LLC, specializing in diversity, public affairs, engagement, communications, and corporate social responsibility. She is an author, activist, and DE&I expert. Lauren talks about the impact of the pandemic on women's economic participation, and how public policy influences the workplace. We discuss the impact of the pandemic which forced many women to choose between domestic and work-related responsibilities.In this replay we discuss:The pre-existing challenges faced by working women, such as the high cost of childcare, and the potential catastrophic effects of the pandemic on women's labor force participation and the overall economy.The connection between workplace challenges and public policy, and the need for women to participate in the political process to hold elected leaders accountable.Lauren's advice for CEOs and CHROs to amplify the voices of underrepresented groups within organizations, addressing the disproportionate attrition of people of color from senior ranks, and being intentional about recruiting and promoting qualified women and people of color.If she could wave a magic wand, Lauren would have equal representation for women and people of color in all decision-making spaces and tables where the world is being shaped. Including having a woman president.Thank you for listening to The Intersection Podcast. Don't forget to subscribe, share, and catch up on any missed episodes.Resources: Lauren Leader on LinkedIn
How do your establish and build key stakeholder relationships based on mutual trust and healthy candor?What does successfully onboarding to a new CHRO or HR leadership role look like?My guest on this episode is Jordana Kammerud, SVP & CHRO, Corning IncorporatedDuring our conversation Jordana and I discuss: Why she recommends taking risks and pursuing opportunities that stretch you in your early careerHer advice for CHROs and HR leaders on how to successfully onboard into a new roleWhy CHROs need to ask their CEO's for an “all-access pass.”The questions that CHROs and HR leaders should ask business leaders during the interview process to understand their perspectives on culture and peopleWhy she believes generative AI can amplify the human experience and create more opportunities for diversity, equity, inclusion, and belonging in the workplaceConnecting with Jordana Kammerud: Connect with Jordana Kammerud on LinkedInEpisode Sponsor: Elevate by Future of HR - Reserve your spot now to learn from 22 top HR thought leaders.Next-Gen HR Accelerator - Learn more about this best-in-class leadership development program for next-gen HR leaders
Performance reviews—dreaded by many, effective for few. According to Gallup, only 2% of CHROs from Fortune 500 companies strongly believe that their performance management systems inspire employees to improve. Even more concerning, just 20% of employees feel that their reviews are transparent, fair, or motivational. Despite these discouraging statistics, the annual performance review persists in many organizations. Fortunately, there are forward-thinking exceptions—like today's guest, Robert Neiuber. Robert Neiuber, Senior Human Resources Director for the City of Rancho Cucamonga, has been with the City for a decade. He led a progressive shift from traditional performance reviews to a dynamic performance development approach during his tenure. This new system prioritizes future growth over past performance, equipping employees with the tools they need for managing their careers. In this episode, Robert details the City's journey to eliminate performance reviews. He shares the motivations behind the change, the implementation process, and how they successfully rolled out the initiative, including navigating union considerations. Robert also dives into the specifics of their current performance development system, known as MAPs, and discusses their ongoing plans for improvement. As organizations continue to grapple with the limitations of traditional performance reviews, Robert's insights offer a powerful blueprint for those ready to make the shift. Tune in to learn how you can start moving towards a more dynamic and growth-focused approach to performance management in your own organization. For full show notes, visit https://growthsignals.co/ Connect with Robert on LinkedIn: https://www.linkedin.com/in/robertneiuber/
In today's episode: CFOs, CHROs, and other executives are often looking at different goals, incentives, and metrics, which leads to a mismatch. HR professionals need to learn how to speak finance--conveying the financial results that come from investing in people. Turnover is expensive; new employees can cost thousands in investments. It pays to keep them around and productive. Culture Leaders Daily is a daily, five-minute podcast for CEOs where we dissect the week's biggest news, unpack hot-button workplace trends, and bring you exclusive interviews with leaders who leverage culture to drive real business results. John Frehse, Global Head of Labor Strategies at Ankura, joins Jessica every week to discuss the latest news in labor, employment, and workplace culture by asking each other the question: 'What Are You Paying Attention To Now?' John Frehse: LinkedIn: https://www.linkedin.com/in/johnfrehse/ Bio at Ankura: https://ankura.com/experts-and-advisors/john-frehse Jessica Kriegel: Website: https://www.jessicakriegel.com/ LinkedIn - https://www.linkedin.com/in/jessicakriegel Instagram: https://www.instagram.com/jess_kriegel/ Culture Partners: Website: https://culturepartners.com/ LinkedIn: https://www.linkedin.com/company/culturepartners/
Dr. Jessica Kriegel talks with Jolen Anderson, BetterUp's Chief People & Community Officer, to delve into her inspiring journey from law school to leading people-centric HR strategies at various large organizations. Jolen shares her evolving purpose, the significance of trust and respect in leadership, and the crucial role of mental health in the workplace. Tune in to discover how Jolen navigates complex organizational dynamics, fosters inclusive cultures, and envisions the future of work in a rapidly changing world. What Is Your Why: Jolen Anderson discusses how her purpose has evolved over the years, focusing on making an impact in her community, family, and friends. Career Journey and Transitions: From law school to becoming a CHRO, Jolen reflects on her career transitions, driven by a desire to solve complex problems and make workplaces better. Trust and Respect in Leadership: The importance of starting relationships with trust, over-communicating, and treating people with respect and dignity. Navigating Organizational Dynamics: Insights into managing people-related problems, the significance of employment law, and the journey from antitrust litigation to HR leadership. Creating a Positive Work Culture: Practical strategies for fostering a great workplace, including open communication, psychological safety, and the role of coaching in employee development. Mental Health and Workplace Dynamics: Addressing mental health challenges, building psychological safety, and the importance of personalized support for employees. Challenges and Insights as a CHRO: The unique challenges faced by CHROs, the loneliness of the role, and the importance of courageous leadership. Future of Work and AI: The evolving nature of work, the impact of AI on leadership skills, and the importance of human connection in a technology-driven world. Diversity, Equity, and Inclusion: Addressing the current landscape of DEI, managing challenges, and the importance of systemic interventions for building inclusive organizations. Jolen Anderson CHRO at BetterUp, known for her impactful HR leadership across various large organizations. Jolen's journey from law school to HR leadership highlights her commitment to solving complex problems and fostering inclusive cultures. She is passionate about democratizing coaching and leveraging technology for personalized employee support. LinkedIn: linkedin.com/in/jolenanderson Website: betterup.com LinkedIn: linkedin.com/company/betterup/ Dr. Jessica Kriegel Website: jessicakriegel.com LinkedIn: linkedin.com/in/jessicakriegel Instagram: instagram.com/jess_kriegel
In the latest episode of The Leadership Habit Podcast, Jenn DeWall sat down with Jason Anthoine to find out how leaders can help make work matter more. With over 35 years of experience working alongside CEOs, CHROs, and the C-Suite, Jason has dedicated his career to enhancing internal communication within organizations. His authentic approach, deeply […] The post How Leaders Can Make Work Matter More with Jason Anthoine appeared first on Crestcom International.
What really matters when it comes to CEO and executive succession?What role should CHROs play in executive succession?My guests on this episode are Kevin Cox, Founder and President of LKC Advisory and Anthony Nyberg, Director, Center for Executive Succession at University of South Carolina.During our conversation Kevin, Anthony, and I discuss:Why culture is owned by the CEO, not the CHROWhat is the one common mistake that Boards make during the executive succession process and how to fix it.The most important role that CHROs can play in executive succession process. Why CFOs are more likely to be promoted internally than CHROs.Why character, courage, and business acumen are three of the most important traits of successful CHROSConnecting with Kevin and Anthony Connect with Kevin Cox on LinkedInConnect with Anthony Nyberg on LinkedInLearn more about Center for Executive Succession Resources mentioned in this conversation: CEO succession planning playbookCHRO Principles: Responsible Use of AI in OrganizationsEpisode Sponsor: Elevate by Future of HR - Join the Waitlist to learn from 21thought leadersNext-Gen HR Accelerator - Learn more about this leadership development program for next-gen HR leaders
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