Podcasts about chros

In this episode of The E1B2 Collective Podcast, AJ Vaughan unpacks a provocative insight sparked by a recent listen to The Ready Podcast: why do we expect the same average teams—who've struggled to innovate for years—to suddenly spark change just by “collaborating more”? He explores the seductive myth of internal DIY transformation, the overlooked power of psychological safety, and the real reason your team might be stuck in the mud.AJ challenges HR leaders and executives to rethink how they budget for capability-building—not just execution. He dives deep into the ROI of bringing in external experts, not to replace internal teams, but to level them up, build muscle, and transfer mindsets that actually stick. This one's for the CHROs, L&D leads, and People Ops innovators tired of spinning in circles with “collaborative mediocrity.”Stop doing more of the same and expecting better. Let's talk about what real change takes.

Today's CHROs are not just stewards of people and culture—they're strategic leaders helping to shape the direction of entire organizations. From driving digital transformation and AI adoption to recruiting a new generation of talent, HR is playing a central role in company's success. At the Leaders in Finance CHRO Event on June 19, we bring together CHROs, and forward-thinking HR-innovators for a dynamic morning of bold conversations, fresh perspectives, and future-focused strategies. From driving digital transformation to shaping the next generation of HR-leaders—this is about HR at the highest level. Join us for a unique gathering of industry leaders—CHROs, regulators, and professionals in HR—for a great opportunity to learn, exchange insights, and build or strengthen relationships with key players driving the future of HR in finance. ***

Based in Nashville, TN, ABREO is an outplacement and executive transition services firm born out of the Executive Education communities at Harvard, Wharton, and Stanford. We support CHROs and CLOs when it matters the most: in high-risk exit scenarios at the C-Suite, President, and Director levels. Elisabeth Constantin, M.A., M.Ed., began her professional journey in […]

Based in Nashville, TN, ABREO is an outplacement and executive transition services firm born out of the Executive Education communities at Harvard, Wharton, and Stanford. We support CHROs and CLOs when it matters the most: in high-risk exit scenarios at the C-Suite, President, and Director levels. Elisabeth Constantin, M.A., M.Ed., began her professional journey in […] The post Elisabeth Constantin With Abreo Executive Services appeared first on Business RadioX ®.

Employee stock purchase plans (ESPPs) aren't just a workplace perk; they're a wealth-building tool with the potential to change lives. That's according to Aaron Shapiro, founder and CEO of Carver Edison, a financial technology company focused on improving employee stock ownership programs. The catch? Employees have to be able to afford to participate—and now they can. Carver Edison and its core technology, Cashless Participation, allows employees to participate in ESPPs without having deductions from their pay. The idea was born out of a challenging conversation Aaron had with his mom. She was a longtime employee at a health insurance company and needed help to make her money grow. Aaron explored her options and realized that by not being able to participate in her company's ESPP, she had missed out on over a million dollars over the course of 10 years. Aaron knew she wasn't alone. So, he and his team developed a solution. Host Rodney Bolden and Aaron discuss the advantage that total rewards leaders and chief human resource officers, or CHROs, have when employees can afford to participate in ESPPs, and how participation has the potential to turn into more engagement, higher retention and greater employee satisfaction, which could also increase enterprise value for shareholders. They discuss how helping unlock equity ownership could help improve someone's quality of life. Visit MorganStanley.com/atwork for more insights on workplace financial benefits. Visit CarverEdison.com to learn more about Aaron's work with Carver Edison. Invested at Work is brought to you by Morgan Stanley at Work, hosted by Rodney Bolden. Our executive producers are Fiona Kelsey and Lisa Boyce. Our production partner is Sequel Media Inc.Morgan Stanley and Carver Edison are not affiliated and this presentation should not be treated as an endorsement of Carver Edison or its products and services. This material has been prepared for informational purposes only. The views, opinions or advice contained within this presentation are solely those of the presenter, who is not affiliated with Morgan Stanley, and do not necessarily reflect those of Morgan Stanley or its affiliates. Morgan Stanley makes no representation regarding the accuracy of any statements made by the presenter. The strategies and/or investments referenced may not be appropriate for all investors as the appropriateness of a particular investment or strategy will depend on an investor's individual circumstances and objectives.This material may provide the addresses of, or contain hyperlinks to, websites. Morgan Stanley is not implying an affiliation, sponsorship, endorsement with/of the third party or that any monitoring is being done by Morgan Stanley of any information contained within the websites. Except to the extent to which the material refers to website material of Morgan Stanley Wealth Management, the firm has not reviewed the linked site. Equally, except to the extent to which the material refers to website material of Morgan Stanley Wealth Management, the firm takes no responsibility for, and makes no representations or warranties whatsoever as to, the data and information contained therein. Such address or hyperlink (including addresses or hyperlinks to website material of Morgan Stanley Wealth Management) is provided solely for your convenience and information and the content of the linked site does not in any way form part of this document. Accessing such website or following such link through the material or the website of the firm shall be at your own risk and we shall have no liability arising out of, or in connection with, any such referenced website. Morgan Stanley Wealth Management is a business of Morgan Stanley Smith Barney LLC.Morgan Stanley at Work services are provided by wholly owned subsidiaries of Morgan Stanley.© 2025 Morgan Stanley Smith Barney LLC. Member SIPC.CRC# 4316908 04/2025

We welcome back Rob to the podcast, who shares his journey from Chief People Officer at Nando's to a purpose-driven scale-up focused on transforming the global food system. He explains how a passion for environmental issues led him to a role that brings people and sustainability together.  Rob talks about building the people function from scratch and explains how autonomy, mastery and purpose drive team commitment and rapid growth. Cecilia and Rob explore how HR leaders can embed sustainability by focusing on influence and change leadership, not technical expertise.  Reflecting on food poverty and economic insecurity, Rob shows how sustainability and social equity are now central to HR's role. He offers encouragement for HR professionals starting their sustainability journey, reminding them it's a change programme they are well placed to lead.  Rob's final message is a powerful call to protect progress and keep pushing forward - a hopeful reminder of the transformative power HR leaders hold to shape a better future.  Now's Your Chance! Ask your question to 5 of the world's leading CHROs – 200th special episode Exciting news – we're turning the mic over to you – we want you in the spotlight! To mark the upcoming 200th episode of this podcast, we're inviting your questions to 5 visionary CHROs who are redefining the future of HR on a global scale. Have you got a burning question about the biggest trends, toughest challenges, or boldest HR ideas? Now's your chance to ask:  Dannii Portsmouth, Chief People Officer at Pepsico Europe Elaine Grell, Chief People Officer at Ogilvy Elly Tomlins, Chief People Officer at Easyjet plc Loren Schuster, Chief People Officer at The LEGO Group Natalia Wallenberg, CHRO at Ahold Delhaize Five pioneering CHROs ready to receive your question.  Click on this link to send yours in today and it could be featured (with a shout-out to you on air of course!) https://www.upliftingpeople.com/pages/how-hr-leaders-change-the-world-podcast-200th-episode Plus, by way of thanks, you'll be entered into our exclusive prize draw to win one of three tickets to How HR Leaders Change the World – Live! Each worth £495 - our sell out conference this year is on 12 November, London. (T&Cs apply). Be part of this trailblazing episode and landmark celebration – and supercharge the power of HR! This episode is sponsored by Redgrave Today's episode is brought to you by Redgrave, a leading executive search, interim, and leadership advisory firm supporting business owners, investors, and leaders. Redgrave specialises in identifying and securing senior leaders for businesses across diverse industries, whether it's CEOs, board members, or functional leadership roles. They combine deep market expertise with a bespoke, relationship-driven approach, ensuring that every search delivers impact. And when it comes to People & Culture leadership, they know just how critical the right HR and People leaders are to shaping business success. Redgrave's People & Culture Practice partners with organisations to find transformative CHROs, CPOs, and senior HR leaders who create the environments where businesses, and people, thrive. Sustainability is also rising on the HR agenda, responsibility, but as a compelling element of an organisation's employee value proposition and operations. Redgrave supports clients in finding leaders who can embed responsible practices into a firm's business strategy and align sustainability with performance. Whether it's a permanent hire or technical interim support, they help HR functions drive meaningful, measurable change. If you're looking for exceptional leadership that makes a difference, visit Redgrave Search to find out more.

Was macht eine gute CHRO aus – und wie wird man überhaupt CHRO? Zum Finale der zweiten Staffel von HR ungeschminkt geht's nochmal richtig zur Sache: Wir sprechen mit Claudia Schneider, Principal bei Heidrick & Struggles und Co-Autorin zweier CHRO-Studien, über Karrierepfade, neue Anforderungen an HR-Leitungen und strategische Entwicklungen auf Vorstandsebene.

In this episode of the HR Leaders Podcast, we speak with Ben Frost, Senior Client Partner at Korn Ferry, and Zoë Cannings FCIPD, Strategic HR Transformation Director at Oracle. Together, they explore how organizations must evolve their reward strategies to meet the needs of a changing workforce, balancing personalization, equity, and performance.From skills-based pay models to the strategic use of AI, Ben and Zoe reveal how HR can lead the charge in building fair, flexible, and future-ready reward systems.

CHROs, your role has never been more vital or more complex. AI, shifting politics, hybrid work, and evolving employee expectations, have taken the front seat in today's world of work. The future says you're no longer just managing HR, you're redefining the workplace itself. That's exactly why I launched Future of Work Leaders, a supportive global community built specifically for CHROs who are ready to move beyond traditional HR and are committed to building future-ready organizations.  In this episode, I share highlights from our very first 2025 gathering, where CHROs from some of the world's most respected brands came together to discuss the real challenges and opportunities shaping the future of work. I'm taking you behind the scenes of our inaugural Future of Work Leaders CHRO event, hosted at the Neiman Marcus Innovation Hub in Dallas. We brought together 40 CHROs from organizations like Johnson & Johnson, Northrop Grumman, Tractor Supply, Amway, and others to have deep, honest conversations about what's really driving change today. Topics like the evolving role of DEI, AI integration, hybrid work models, culture transformation, and even the political climate's impact on work. ________________ 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 of the HR Leaders Podcast, we sit down with Juan Pablo Velasquez, CHRO at Fyffes and author of the book Respectful Rebels, to explore the power of respectful rebellion in leadership, navigating polarities in organizational culture, and his insights from leading HR across global markets. Juan Pablo shares personal stories illustrating the value of curiosity, taking risks, and effectively challenging the status quo. The conversation explores how combining respect with rebelliousness can drive positive organizational change and impactful leadership.

Nathan introduces how his early experiences helped shape his people-first approach to HR strategy.  He shares moments where he's balanced commercial priorities with social responsibility, and how his work connects with wider environmentsl, social and governance ( ESG) goals.  Nathan explains how he's worked to bridge the gap between HR and the investor community, helping stakeholders see workforce strategy as central to organisational value.  He emphasises the importance of aligning people with purpose and strategy, not just to drive performance, but to build sustainable, inclusive workplaces. Looking ahead, Nathan reflects on the exciting potential of new technologies and the role HR leaders play in ensuring they're used ethically.  He shares his thoughts on learning from the past, particularly the lessons of social media, and calls for responsible, transparent approached to AI.  For Nathan, HR is about more than policies, it's about helping shape a better, fairer working world for all.  This episode is sponsored by Redgrave Today's episode is brought to you by Redgrave, a leading executive search, interim and leadership advisory firm supporting business owners, investors and leaders. Redgrave specialises in identifying and securing senior leaders for businesses across diverse industries, whether it's CEOs, board members, or functional leadership roles.  They combine deep market expertise with a bespoke, relationship-driven approach, ensuring that every search delivers impact.  And when it comes to People & Culture leadership, they know just how critical the right HR and People leaders are to shaping business success.  Redgraves' People & Culture Practice partners with organisations to find transformative CHROs, CPOs and senior HR leaders who create the environments where businesses, and people thrive.  Sustainability is also rising on the HR agenda, responsibility, but as a compelling element of an organisation's employee value proposition and operations. Redgrave supports clients in finding leaders who can embed responsible practices into a firm's business strategy and align sustainability with performance,  Whether it's a permanent hire or technical interim support, they help HR functions drive meaningful, measurable change.  If you're looking for exceptional leadership that makes a difference, visit Redgrave Search to find out more.  Join our free HR Changemakers community You'll be the first to hear about each podcast episode, about our events and receive free bonus resources that enhance your influence and impact. Join us here: https://www.upliftingpeople.com/pages/how-hr-leaders-change-the-world And join us on LinkedIn: Uplifting People LinkedIn Are you looking for your next great read that inspires you and helps your work? Each month we recommend a book that challenges, motivates and uplifts, every pick is selected to spark meaningful conversations and personal growth. Our May book of the month is Hidden Potential: The Science of Achieving Greater things by Adam Grant.  A guide to unlocking your growth by challenging the myth of innate talent - showing that success is less about natural ability and more about how well you learn and who you become.  We chose it because it's an inspiring reminder that anyone can grow and succeed. Head to UpliftingPeople.comto grab a copy and we hope you enjoy this month's Uplifting Book!  

In this episode of the HR Leaders Podcast, we sit down with Alim A. Dhanji, CHRO at TD SYNNEX to explore how companies can protect their most valuable asset: culture. As AI reshapes work, Alim explains why empathy, values, and leadership vulnerability are the ultimate differentiators.Drawing from his experience as CHRO and President at Adidas Canada, Alim shares a candid perspective on leading with courage, speaking the language of business, and creating workplaces where humanity still matter.

In this episode of E1B2 , we dismantle the outdated, spreadsheet-driven approach to workforce planning and rebuild it around what really matters: the humans doing the work. We explore how great companies don't just forecast headcount — they forecast humanity. You'll hear why workforce planning should be rooted in life stages, skill evolutions, and emotional truths — not just business cycles and budgets. We'll unpack how shifting this lens creates more resilient teams, more trust-filled cultures, and ultimately, better business results. This is for the CHROs, Heads of People, and operators ready to plan for people, not just positions.If you believe long-term success starts with understanding the humans who build it, this one's for you.

In this episode of the HR Leaders Podcast, we sit down with Sarnjit Kaur, Chief People Officer International at Cox Automotive Inc., to explore how HR leaders can transform data into board-level ROI.Sarnjit shares how HR teams can elevate people analytics from operational metrics to strategic insights, and how combining empathy with business acumen can unlock real impact.

In this episode, Ishreen's latest blog that explores how DEIB is shifting from rhetoric to a business-critical strategy in 2025 is brought to life by her AI friends from NotebookLM. Drawing on Ishreen's insights, this episode unpacks why Chief People Officers, CHROs, L&D, D&I, and ERG leaders must embed DEIB into core operations so that they can deliver measurable outcomes and long-term resilience in today’s rapidly changing business landscape. 5 Key Takeaways DEIB is evolving from a political talking point to a driver of measurable business outcomes, essential for organisational resilience. Economic pressures and ROI scrutiny are forcing leaders to align DEIB with core business objectives and tangible results. Integration of DEIB into leadership, talent, and culture is now vital - standalone initiatives are no longer sufficient. Employee expectations, especially among younger generations, make inclusive workplaces non-negotiable for attracting and retaining top talent. The Pioneers Movement’s DEIB 3.0 framework offers practical pathways and resources for organisations to achieve sustainable, win-win outcomes. 5 Best Moments “We’re seeing a real shift-DEIB is no longer just a nice-to-have or a tick-box exercise. It’s being recognised as a core business driver.” “The economic climate means every initiative is under scrutiny. Leaders are asking, ‘How does this contribute to our bottom line and resilience?’” “It’s not enough to run a few workshops or have a policy on the intranet. DEIB needs to be woven into the fabric of how we lead and operate.” “Younger employees are voting with their feet. If they don’t see real inclusion, they’ll leave-no matter how good your benefits package is.” “Our Pioneers Movement is all about moving from rhetoric to results. We provide the frameworks and research so leaders can deliver real, measurable change.” VALUABLE RESOURCES Privilege Survey https://intelligentlinking261447.typeform.com/to/SNkQvD0v Website: https://belongingpioneers.com/privilege-research-and-podcast Email: equitychampions@belongingpioneers.com ABOUT THE HOST Ishreen Bradley, a Strategic Pioneer, excels in guiding Professional Leaders through complex challenges with clarity, confidence, and courage. She focuses on cultivating inclusive cultures and authentic leadership, offering senior leaders advice, consultancy, training, and coaching. https://www.linkedin.com/in/ishreenbradley-diversity-equity-inclusion-advisor Privilege, Eruption, Culture, Diversity, inclusion, Equity, diverse, cultural, impact, power: https://privilege-eruption.com

Syreeta shares insights from her moving new book, Bigger than the Moon, exploring her personal journey as a working parent of a neurodivergent child and how that experience has deeply shaped her leadership approach. Syreeta reflects on the transformative impact of parenting on her understanding of patience, team dynamics and inclusive leadership.  She offers practical advice for HR professionals on supporting neurodiversity in the workplace, including the importance of recognising hidden disabilities and avoiding unintended exclusion through performance or engagement practices. Syreeta also explores what courageous leadership looks like in action, how to enable brave conversations, build inclusive cultures and plan for lasting, sustainable change.  This episode is a must listen for HR Leaders looking to lead with empathy, resilience and impact. This episode is sponsored by Redgrave  Today's episode is brought to you by Redgrave, a leading executive search, interim and leadership advisory firm supporting business owners, investors and leaders. Redgrave specialises in identifying and securing senior leaders for businesses across diverse industries, whether it's CEOs, board members or functional leadership roles.  They combine deep market experience with a bespoke, relationship-driven approach, ensuring that every search delivers impact.  And when it comes to People & Culture leadership, they know just how critical the right HR and People leaders are to shaping business success. Redgrave's People & Culture Practice partners with organisations to find transformative CHROs, CPOs, and senior HR leaders who create the enviroments where businesses, and people, thrive.  Sustainability is also rising on the HR agenda, responsibility but as a compelling element of an orgnaisation's employee value proposition and operations.  Redgrave supports clients in finding leaders who can embed responsible practices into a firm's business strategy and align sustainably with performance.  Whether it's a permanent hire or technical interim support, they help HR functions drive meaningful, measurable change. If you're looking for exceptional leadeship that makes a difference, visit Redgrave Search  to find our more. Join our free HR Changemakers community You'll be the first to hear about each podcast episode, about our events, and receive free bonus resources that enhance your influence and impact. Join us here: https://www.upliftingpeople.com/pages/how-hr-leaders-change-the-world And join us on LinkedIn: Uplifting People LinkedIn Are you looking for your next great read that inspires you and helps your work? Each month, we recommend a book that challenges, motivates and uplifts, every pick is selected to speark meaningful conversations and personal growth. Our May book of the month is Hidden Potential:  The Science of Achieving Greater Things by Adam Grant. A guide to unlocking your growth by challenging the myth of innate ta;ent - showing that success is less about natural ability abd more about how well you can learn and who you become.  We chose it because its and inspiring reminder that anyone can grow and succeed. Head to Uplifting People  to grab a copy, and we hope you enjoy this month's Uplifting Book! Referenced Resources: Aubilities  

What happens when your body no longer looks, feels, or moves the way it used to—and you didn't get a say in the matter?This week on The Diet Diaries, I'm talking with Veronica Kautz—a breast cancer survivor, wife, sister, mom of two and worker of 2 full time jobs (she's the founder of Scotch Plains City Lifestyle Magazine)—about her experience living in a body that's been through a double mastectomy and breast reconstruction.We talk about:* The grief of losing her breasts* How to advocate for your health*  How her diagnosis impacted her tween daughter * The unexpected feelings after having breast reconstructionThis conversation is raw, honest, and so needed. If you've ever struggled with body image—especially after illness, surgery, or any major physical change—hope you'll listen in. This one's for you.

Combining perspectives and reflecting from their market-wide viewpoint, Naomi and Kate discuss the role of HR leaders in sustainability, exploring the connections and the gaps between the two professions. Reflecting on how people and sustainability roles are evolving, they discuss how AI will influence in the future and how HR professionals can use their commercial understanding to drive positive impact for people and planet. Naomi and Kate encourage you to take an active role in shaping and delivering your company's sustainability strategy, providing practical ideas on how, and highlight the exciting career opportunities ahead in leadership for a sustainable future. References – Cambridge Institute for Sustainability Leadership (CISL) | This episode is sponsored by Redgrave Today's episode is brought to you by Redgrave, a leading executive search, interim, and leadership advisory firm supporting business owners, investors, and leaders. Redgrave specialises in identifying and securing senior leaders for businesses across diverse industries, whether it's CEOs, board members, or functional leadership roles. They combine deep market expertise with a bespoke, relationship-driven approach, ensuring that every search delivers impact. And when it comes to People & Culture leadership, they know just how critical the right HR and People leaders are to shaping business success.  Redgrave's People & Culture Practice partners with organisations to find transformative CHROs, CPOs, and senior HR leaders who create the environments where businesses, and people, thrive. Sustainability is also rising on the HR agenda, responsibility, but as a compelling element of an organisation's employee value proposition and operations. Redgrave supports clients in finding leaders who can embed responsible practices into a firm's business strategy and align sustainability with performance. Whether it's a permanent hire or technical interim support, they help HR functions drive meaningful, measurable change.  If you're looking for exceptional leadership that makes a difference, visit Redgrave Search to find out more.

Reflecting on his journey in healthcare, Magnus explains how GSK's Purpose shapes HR strategy, ensuring talent, leadership, and culture decisions are grounded in patient impact. Magnus explores the future of work, highlighting the growing importance of skills as the new currency of the workforce. He discusses HR's role in helping people build and apply future-ready capabilities, particularly in fast-changing scientific environments. He also stresses the need to protect entry-level roles and ensure inclusive career development, linking this to broader societal responsibilities. Magnus urges HR leaders to embrace the global skills challenge and extend their influence beyond the workplace - unlocking the full potential of HR to shape a more inclusive, future-ready world. This episode is sponsored by Redgrave Today's episode is brought to you by Redgrave, a leading executive search, interim, and leadership advisory firm supporting business owners, investors, and leaders. Redgrave specialises in identifying and securing senior leaders for businesses across diverse industries, whether it's CEOs, board members, or functional leadership roles. They combine deep market expertise with a bespoke, relationship-driven approach, ensuring that every search delivers impact. And when it comes to People & Culture leadership, they know just how critical the right HR and People leaders are to shaping business success. Redgrave's People & Culture Practice partners with organisations to find transformative CHROs, CPOs, and senior HR leaders who create the environments where businesses, and people, thrive. Sustainability is also rising on the HR agenda, responsibility, but as a compelling element of an organisation's employee value proposition and operations. Redgrave supports clients in finding leaders who can embed responsible practices into a firm's business strategy and align sustainability with performance. Whether it's a permanent hire or technical interim support, they help HR functions drive meaningful, measurable change. If you're looking for exceptional leadership that makes a difference, visit Redgrave Search to find out more.

Leader and manager development was CHROs' top priority in 2025, according to the 2025 Gartner HR Priorities Survey. When employees are frustrated by the leadership at the organization, their engagement, performance and productivity suffer. Adam Galinsky, professor at Columbia Business School and author of "Inspire: The Universal Path for Leading Yourself and Others,” joins the Talent Angle to share research on what makes leaders inspiring, rather than infuriating, and how organizations can adapt their leadership development strategies to nurture inspiration at scale. Adam Galinsky is a celebrated social psychologist at Columbia Business School known for his research on leadership, decision-making, teams, and ethics. His scientific research — consisting of more than 1,000 studies published in more than 200 scientific articles — has been cited more than 64,000 times. In Adam's latest book, “Inspire The Universal Path for Leading Yourself and Others,” he weaves together his decades of research and global consulting experience to reveal the science of how to become more inspiring. His TED Talk, “How to Speak Up For Yourself,” has been viewed more than 7.5 million times, and his book “Friend & Foe: When to Cooperate, When to Compete, and How to Succeed at Both” was an audible and eBook bestseller. 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 HR becomes more strategic, CHROs are building their presence inside the boardroom.     The latest research from The Conference Board shows that chief human resource officers (CHROs) are engaging much more with corporate boards in recent years. How can CHROs continue being a strategic partner while helping companies navigate the future of work?     Join Steve Odland and guests Rita Meyerson, EdD, principal researcher in The Conference Board's Human Capital Center, and Andrew Jones, PhD, principal researcher in The Conference Board's Governance & Sustainability Center. They discuss what the CEO-CHRO partnership should look like, how CHROs can improve cross-functional collaboration, and how CHROs are engaging more with boards these days.     For more from The Conference Board:  The Evolving Role of the CHRO in the Boardroom  Seizing the Future as CHROs: A Guide to the 2025 C-Suite Outlook  Productivity Through People: New Opportunities for CHROs 

Hi there,Lepora here from Nextgen People.Let's get right to the point — if you're a CEO, CHRO, or senior HR leader and your talent strategy is still driven by manual processes, you're falling behind in ways that may already be costing you more than you realize.AI in talent management is no longer futuristic or experimental. It's essential. Delaying its integration is not just a missed opportunity — it's a strategic liability.Here are 5 reasons why:1. Manual HR Processes Are Slowing You DownManual spreadsheets and static reports might feel familiar, but they're costing you speed, accuracy, and insight. Companies using AI for talent decisions are making those decisions up to 50x faster. That means faster hiring, smarter development plans, and more strategic workforce moves — all powered by real-time data. If you're still managing talent like it's 2015, you're playing catch-up in a game that's already evolved.2. Talent Reviews Can't Be Annual AnymoreStill relying on a once-a-year 9-box review or similar static tool? That model is outdated. It provides a snapshot — AI gives you a continuous feed. With AI-driven insights, you can keep your succession plans, performance ratings, and development pipelines current and dynamic. You get agility, not just a report that gathers dust.3. Promotions Without AI Are Promotions With BiasAI has its flaws — but so do we. Human bias is still one of the biggest barriers to equitable advancement. Without AI to analyze talent data at scale, unconscious bias often determines who gets promoted. AI can help uncover hidden talent, challenge assumptions, and drive more inclusive, data-backed decisions that elevate your best people — not just the most visible ones.4. Your Competitors Are Building Smarter Teams Every DayThis one's simple: while you wait, your competitors are teaching their systems to learn and improve. They're collecting workforce data, refining algorithms, and making smarter decisions every week. By the time you start, they'll be years — not just months — ahead in talent intelligence. The gap is widening fast.5. “Wait and See” = Falling BehindIt may feel safe to observe from the sidelines. It's not. It's risky. The organizations that are leading the future of work aren't waiting — they're acting. Every month you delay AI adoption, you're missing out on insights that could make your workforce more productive, more agile, and more aligned with your business goals.Bottom Line: AI Is Not Optional AnymoreIf AI isn't embedded in your talent processes yet, you're not just missing out on efficiency — you're losing ground. In recruitment. In retention. In leadership development. And ultimately, in your ability to compete.The future of talent is smart, fast, fair, and deeply data-informed.Is yours?Let's reimagine what's possible — together.— LeporaNextgen PeopleSupport the show

Celebrating 10 years of Recruiting Future! Over the last 10 years, I've interviewed hundreds of TA Leaders as well as CEOs, thought leaders, and the people building the technology that drives the industry forward. Back in 2015, we thought the pace of change was super fast and that the level of disruption was off the scale with social and mobile technologies reshaping how we communicated. In some ways, we might think it was impossible back then to imagine the world we live in now, but many of the changes we see in TA today have been in the works for a long time. The speed of change in talent acquisition is governed by the tension between organizational inertia, which slows things down, and external events like the pandemic, which can cause things to move at lightning-fast speeds. The Generative AI revolution is most definitely in the latter category. We are on the cusp of the most significant changes to TA and recruiting we have ever seen. So, as a TA Leader, how do you manage that change and make sure you and your organization are fit for the future? Over the last few months, I've been using the power of AI to unlock the Recruiting Future archive and model the mindset and behaviours of the most successful TA leaders that I've interviewed. People who have changed how their organizations think about talent, who thrive on disruption as a catalyst for positive change, and who know how to use technology to enable their vision. These leaders all have four things in common. They use foresight to understand and shape the future, they build influence with the most senior stakeholders in their organisation, they think different to create innovative talent strategies and they use the impact of new technologies to accelerate change. Foresight, Influence, Talent and Technology = Fitt This episode features clips from interviews with two TA leaders, two CHROs, a Behavioural Scientist, and a Futurist talking about these four key areas and what you and your teams can do to be fit for the future. Featuring: Laszlo Bock, former CHRO at Google, on skills Lisa Montieth, Head of TA UK at HSBC on foresight Lyndsey Taylor, Global Head of HR Transformation at Brooks Automation, on influence Rory Sutherland, Vice Chair at Ogilivy UK, on talent Laura Coccaro, Chief People Officer at iCIMS on technology Kevin Wheeler, Future Of Talent Institute, on job displacement Follow this podcast on Apple Podcasts. Follow this podcast on Spotify.

In this episode of the HR Leaders Podcast, we sit down with Michael Fraccaro, Former Chief People Officer at Mastercard, to discuss the future of HR leadership, succession planning, and the balance between formal and moral leadership. Michael shares lessons from his nine-year tenure, including CEO succession, scaling culture globally, and building high-performing teams by empowering others.

In this episode of the Impostor Syndrome Files, we talk about how to name, tame and reframe impostor syndrome. Does impostor syndrome keep you from asking for help, sharing your ideas or taking risks? If so, you're not alone. Each of us has warring factions in our brains. There's the intellectual side that knows that we'll be okay if we step outside our comfort zones and then there's the emotional side that lives in constant fear of something terrible happening. This week, I talk with John Little, an executive performance coach, about how to bridge the gap between these two sides. Here John shares strategies and insights to help us manage impostor syndrome. In particular, he emphasizes how important it is for us to not fear the moment because when we fear a certain moment, we lose out on bigger growth opportunities. Lastly, we talk about how impostor syndrome impacts, not just individuals, but organizations, and why we should be addressing this as a business issue. About My GuestJohn Little is an Executive Leadership Performance Coach with over 25 years of experience leading people and businesses across multiple industries. He specializes in helping CHROs, VPs of HR, and senior leaders support executives and high-potential individuals in excelling in their current roles, preparing for future leadership positions, and reducing costly turnover.John's coaching focuses on building trust, influence, and authority using his proprietary EMBRACE framework, empowering leaders to create meaningful impact and seize new opportunities. His clients often experience career growth 2-3x faster, improved team collaboration, and measurable improvements in employee engagement, retention, and leadership effectiveness.Known for aligning leadership development with business goals, John equips his clients with mindset strategies and actionable tools that drive both personal and organizational transformation. Whether through one-on-one coaching, cohort-based learning, or organizational training, his approach is tailored to meet each client's unique needs.At the heart of John's work is his passion for helping people overcome limiting beliefs and imposter syndrome to become authentic, confident leaders in their families, careers, and communities.~Connect with John:LinkedIn: www.linkedin.com/in/bigjohnlittle Assessment: https://impostersyndromedetector.scoreapp.com~Connect with Kim and The Impostor Syndrome Files:Join the free Impostor Syndrome Challenge:https://www.kimmeninger.com/challengeLearn more about the Leading Humans discussion group:https://www.kimmeninger.com/leadinghumansgroupJoin the Slack channel to learn from, connect with and support other professionals: https://forms.gle/Ts4Vg4Nx4HDnTVUC6Join the Facebook group:https://www.facebook.com/groups/leadinghumansSchedule time to speak with Kim Meninger directly about your questions/challenges: https://bookme.name/ExecCareer/strategy-sessionConnect on LinkedIn:https://www.linkedin.com/in/kimmeninger/Website:https://kimmeninger.com

Laura explores the power of taking risks on talent, especially those early in their careers, sharing her thoughts on hiring for mindset and potential over experience, and how being brave enough to back someone others might overlook has led to some of her proudest moments. Sharing her passion for inclusion Laura calls out the need for courage in challenging poor behaviour, regardless of seniority, and emphasises that inclusion means holding everyone to account. Reflecting on societal changes and decades of experience across sectors, Laura highlights the importance of staying the course, reminding us that we're still a long way from achieving true equity and must keep pushing forward with determination and heart. Laura's wish for HR leaders is simple: be brave. Be brave in taking a stand, making bold decisions, and leading with conviction. Laura reminds us, don't forget to bring joy to the workplace - because even in serious times, joy is what keeps us all going.   This episode is sponsored by Redgrave Today's episode is brought to you by Redgrave, a leading executive search, interim, and leadership advisory firm supporting business owners, investors, and leaders. Redgrave specialises in identifying and securing senior leaders for businesses across diverse industries, whether it's CEOs, board members, or functional leadership roles. They combine deep market expertise with a bespoke, relationship-driven approach, ensuring that every search delivers impact. And when it comes to People & Culture leadership, they know just how critical the right HR and People leaders are to shaping business success. Redgrave's People & Culture Practice partners with organisations to find transformative CHROs, CPOs, and senior HR leaders who create the environments where businesses, and people, thrive. Sustainability is also rising on the HR agenda, responsibility, but as a compelling element of an organisation's employee value proposition and operations. Redgrave supports clients in finding leaders who can embed responsible practices into a firm's business strategy and align sustainability with performance. Whether it's a permanent hire or technical interim support, they help HR functions drive meaningful, measurable change. If you're looking for exceptional leadership that makes a difference, visit Redgrave Search to find out more.

Are you a Chief Human Resource Officer trying to find a meaningful and affordable peer group that's NOT stuck in the past? I'm glad you found this episode because you're about to discover a CHRO community that's building the future of work as we speak. After speaking with over 100 CHROs for my book on employee experience, I kept hearing the same frustrations about existing groups with overpriced memberships, bloated conferences, constant sales pitches, outdated content, and a total lack of real value. So I decided to do something about it. In this episode, I'm pulling back the curtain on "Future of Work Leaders," a new community built for CHROs, by CHROs. It's an intimate group focused on one thing only: insight-rich conversations for forward-thinking CHROs like you. If you're a CHRO who's done playing by old rules and wants to connect with other future-ready leaders from companies like Johnson & Johnson, Northrop Grumman, Dow, Amway, and more, consider this your 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/

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.

Guest post by Katie Whitehouse, Senior People Director, EMEA at ServiceNow The potential of AI is incredible, but many businesses - and employees - need guidance. The human resources (HR) department can play a critical role in shaping the organisation's AI strategy and preparing the workforce. According to the ServiceNow Employee Experience (EX) Trends Report, AI is used by 69% of global 'HR innovators' - the senior HR executives in the most digitally advanced organisations. Around two-thirds (65%) of HR leaders say the technology will radically change how work gets done. Drawing on insights from the EX Trends Report, let's explore how HR executives can lead the implementation of AI, set an example through AI for HR, and become change agents in business transformation. Collaborating to define digital strategy HR is increasingly working cross-functionally to align workforce and business performance. Chief human resource officers (CHROs) can work with business leaders to implement a strategic plan for business transformation - powered by AI. The EX Trends Report found that almost half (47%) of CHROs in digitally advanced organisations are strategic partners to chief experience officers and other business leaders. Only 31% of HR executives whose organisations are at the start of their transformation journeys reported the same trend. Partnerships across the organisation may include working with: Tech leaders to explore HR solutions to manage talent strategies, new legislation, or technology developments Innovation leaders to build a culture of experimentation with AI and other digital technologies Marketing leaders to differentiate employer branding strategies using AI Driving workforce productivity Digital technologies like AI can support business goals across a range of performance metrics. Since digitalising HR, around half of the global HR innovators in our study have reduced costs (51%), increased revenue (51%), and improved planning and decision-making (50%). A similar proportion reported greater productivity (48%) and stronger corporate culture (48%). Preparing the workforce with the right skills In the face of rapid technological advancement, 56% of HR leaders polled in Europe are concerned their workforce isn't fully prepared for the next business era, according to our research. HR teams globally are exploring several options for transforming the workforce: 48% are preparing training programmes to meet future workforce demands. 46% plan to hire essential talent, focusing on roles that will drive future growth. 32% are offering mentoring opportunities to facilitate knowledge transfer and leadership development. AI, data, and other digital technologies can improve talent management by supporting more strategic, informed decision-making. Over half (62%) of HR innovators use data analytics to identify their organisations' talent needs, helping to predict and seize upskilling opportunities. By investing in a mix of upskilling and hiring initiatives, HR leaders can build resilient, future-ready workforces. Transforming operations with AI for HR Global HR innovators in our study are using AI to help with workforce optimisation (80%), employee service and support (74%), and talent development (74%). Over two-thirds (68%) of innovators also make moderate or high use of generative AI for content generation and summarisation. This includes creating job descriptions and communications and screening job applicants more efficiently. AI-powered self-service HR platforms can give workforces greater capacity to focus on high-impact work. Nearly half (46%) of the HR innovators we surveyed have employed these types of portals. ServiceNow customer Deutsche Bahn is one example. The company used HR Service Delivery to create a standardised portal called Meine DB, which supports 300 HR processes and gives employees one-stop access to HR information and services. The system is a vital part of Deutsche Bahn's efforts to consolidate HR informat...

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.

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.

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.