Human Resources

Speaker Spotlight: Emily Pitts, Principal, Inclusion & Diversity, Edward Jones

Speaker Spotlight: Emily Pitts, Principal, Inclusion & Diversity, Edward Jones

This week's HR Management Institute Canada’s Speaker Spotlight features Emily Pitts, Principal, Inclusion & Diversity at Edward Jones, who will be one of the HR Leaders on a panel discussing “Leveraging Inclusion & Diversity to Drive Business Success”.

We had the chance to catch up with Emily this week to ask her a few questions about her role, her career and her advice for aspiring HR Leaders.  This is what she shared with us:

 

Speaker Spotlight: Dean Sockett, VP, People & Culture, Keg Restaurants

Speaker Spotlight: Dean Sockett, VP, People & Culture, Keg Restaurants

This week's HR Management Institute Canada’s Speaker Spotlight features Dean Sockett, VP, People & Culture at Keg Restaurants, who will be leading a session on “Sizzling, Storytelling, Serving: Focusing on the Employee Experience to Stretngthen your EVP and Drive Engagement”.

We had the chance to catch up with Dean this week to ask her a few questions about his role, his career and his advice for aspiring HR Leaders.  This is what he shared with us:

Speaker Spotlight: Tammi Jones, Director, HR – Organizational Change, Alcoa Corporation

Speaker Spotlight: Tammi Jones, Director, HR – Organizational Change, Alcoa Corporation

This week's HR Management Institute Canada’s Speaker Spotlight features Tammi Jones, Director, HR – Organizational Change at Alcoa Corporation, who will be leading a session on “Post-Spinoff Considerations: Managing Change and the Strategic Direction of the New Entity”.

We had the chance to catch up with Tammi this week to ask her a few questions about her role, her career and her advice for aspiring HR Leaders.  This is what she shared with us:

Speaker Spotlight: Jo Anne Hill, Director, Diversity & Employee Engagement, Aflac

Speaker Spotlight: Jo Anne Hill, Director, Diversity & Employee Engagement, Aflac

This week, the HR Management Institute Speaker Spotlight is highlighting Jo Anne Hill, Director of Diversity and Employee Engagement from Aflac, and presenter at this year’s HR Management Institute, speaking on our “Diversity and Inclusion Panel Discussion”.  We had a chance to catch up with Jo Anne this week and ask her a few more personal questions about her work at Aflac and the role of a leading HR Leader today.

This is what she shared with us:

Speaker Spotlight: Amy Stern, Chief People & Culture Officer, Aldo Group

 Speaker Spotlight: Amy Stern, Chief People & Culture Officer, Aldo Group

This week's HR Management Institute Canada’s Speaker Spotlight features Amy Stern, Chief People & Culture Officer at Aldo Group, who will be one of the HR Leaders on a panel discussing “Strategies and Solutions to Meet the Challenges and Concerns of Today’s HR Leaders”.

We had the chance to catch up with Amy this week to ask her a few questions about her role, her career and her advice for aspiring HR Leaders.  This is what she shared with us:

Speaker Spotlight: Alana Free, VP, People & Culture, GoodLife Fitness

Speaker Spotlight: Alana Free, VP, People & Culture, GoodLife Fitness

This week's HR Management Institute Canada’s Speaker Spotlight features Alana Free, VP, People & Culture at GoodLife Fitness, who will be leading a session on “Creating an Exceptional Corporate Culture for Gen Z, The ‘Next Generation Workforce”. 

We had the chance to catch up with Alana this week to ask her a few questions about her role, her career and her advice for aspiring HR Leaders.  This is what she shared with us:

Speaker Spotlight: Daniel Gandarilla, VP & CLO, Texas Health Resources

Speaker Spotlight: Daniel Gandarilla, VP & CLO, Texas Health Resources

This week's Corporate L&D Institute Speaker Spotlight features Daniel Gandarilla, VP & CLO at Texas Health Resources, who will be leading a session on “The Anatomy of Transformation: Texas Health’s Journey to Becoming a High Reliability Organization”.

We had the chance to catch up with Daniel this week to ask him a few questions about his role, his career and his advice for aspiring HR Leaders. This is what he shared with us:

Speaker Spotlight: Sydney Savion, Head of Education Strategy, Dell-EMC Education Services

Speaker Spotlight: Sydney Savion, Head of Education Strategy, Dell-EMC Education Services

This week's Corporate L&D Institute Speaker Spotlight features Sydney Savion, Head of Education Strategy at Dell-EMC Education Services, who will be leading a session on “Reimagining Innovation in Learning & Development”.

We had the chance to catch up with Sydney this week to ask her a few questions about her role, her career and her advice for aspiring HR Leaders.  This is what she shared with us:

Speaker Spotlight: Rainia Washington, VP, Global Diversity & Inclusion, Lockheed Martin

Speaker Spotlight: Rainia Washington, VP, Global Diversity & Inclusion, Lockheed Martin

This week's Corporate L&D Institute Speaker Spotlight features Rainia Washington, VP, Global Diversity & Inclusion at Lockheed Martin and a panelist at this year's Corporate L&D Institute, sharing insights on "Embedding Diversity and Inclusion into Learning Programs to Drive Productivity and Bottom Line Results."

We had the chance to catch up with Rainia this week to ask her a few questions about her role, her career and her advice for aspiring HR Leaders.  This is what she shared with us:

Speaker Spotlight: Erica Freedman, VP, Talent & Organizational Development, Day & Zimmermann

Speaker Spotlight: Erica Freedman, VP, Talent & Organizational Development, Day & Zimmermann

This week's Corporate L&D Institute Speaker Spotlight features Erica Freedman, VP, Talent & Organizational Development, Day & Zimmermann and one of the speakers on the “L&D Leadership Panel on Delivering Meaningful Business Impact Through the Learning Function”.

We had the chance to catch up with Erica this week to ask her a few questions about her role, her career and her advice for aspiring HR Leaders.  This is what she shared with us:

What Are the Major Challenges You Are Facing as an Executive HR Leader

The workplace is changing, and HR executives are ready to tackle what’s to come head on. From February 26th – 28th, CHROs and VPs of HR gathered at the JW Marriott in Miami, Florida for the HR Management Institute, to collaborate on HR solutions that will improve their organizations. Before the conference began, we polled the attendees from organizations including Best Buy, BASF, Corus Entertainment, L Brands, NBC Universal, Northwell Health and Schneider Electric, asking them, “What are the major challenges and concerns you are facing as an Executive HR Leader in your organization today?” The top 3 responses we received were: ‘Leadership Development’, ‘Talent Development’ and ‘Employee Engagement.’ 

With these concerns top of mind, the 2 ½ days consisted of roundtable discussions, networking opportunities and speaking engagements designed for HR leaders to foster innovative dialogue and work together to improve the HR industry. The discussions dove into solutions for developing leaders, attracting & retaining top talent, recognition programs that drive culture & engagement and leveraging technology to enhance HR capabilities. Equipped with innovative tools and information, attendees headed back to their offices ready to implement new strategies and best practices.

Are you ready to share your voice? The HR Management Institute is taking place for a 2nd time this year from July 23rd – 25th, 2017 at the Rancho Bernardo Inn in San Diego, CA. Please email ahallman@ipmionline.com to request a copy of the agenda.

Why Transforming Managers into Leaders Shouldn't Be Left to Chance

Guest Post: Simon Rakosi, co-founder, Butterfly

A common convention of fairy tales is for ordinary characters to make extraordinary transformations, acquiring impressive powers and competencies—sometimes overnight. I know what you’re thinking: if only developing talent were so easy.

For HR teams, nurturing and developing leadership talent isn’t merely a competitive advantage: it’s life or death in hypercompetitive industries and markets. Yet too often we expect these types of soft skills will be obtained magically, through osmosis perhaps, similar to what takes place in our favorite fairy tales.

Much has been written about leadership training—why it’s important and why we too often wait far too long to train our managers—but what about the crucial metamorphosis that occurs when a manager becomes a leader?

It’s on HR teams to recognize the differences between a manager and a leader, and identify the transformations that are required in the development of an effective leader. Here are a few key distinctions:

Managers educate around skills and tasks; leaders inspire around a vision.

When an employee first becomes a manager, their role is frequently described as an opportunity to scale their skills or talents across multiple people. While a good manager will figure out how to achieve this, a true leader understands his or her role in communicating the broader team and company vision to each employee so that they understand their place in the bigger picture. This encourages individual contributors to be more proactive when it comes to ideas that will move the needle for the broader team and business.

At our startup, we bring this concept to life through regular town halls in which we transparently articulate our vision to all levels of the organization, from co-founders like myself to interns. We also encourage employees to spend up to 20 percent of their time collaborating on teams and projects outside of their “regular” jobs, so that they may gain important access into the broader blueprint of the company.

Managers view their employees in silos; leaders focus on team dynamics.

One of the early steps a new manager will take is to schedule and host one-on-one meetings with employees. Of course the goal of any effective manager is to monitor the productivity and growth of each of his or her team members—but when it comes to becoming a leader, managers should also be able to view their team’s progress and dynamics as a unit.

This is where soft skill development can really come into play. Studies have shown that EQ is a greater indicator of leadership success than IQ, yet few organizations invest in training around empathy. One reason could be that empathy is a difficult skill to grasp, and it’s not so easily “coached,” yet just because it is difficult doesn’t mean it should be neglected. Providing simple training exercises around active listening can go a long way, for example.

Managers delegate tasks; leaders develop people.

This is important. One mistake new managers can make is to view their increased responsibilities through the lens of a delegator instead of an educator. Delegation is critical to scaling talents, as we’ve gone over in the first point, but truly the most important capacity of a leader is people development.

Unfortunately, while managing projects and assigning tasks is quite intuitive, understanding how to read, educate and inspire employees to grow is a much more nuanced ask. Companies can help new managers on this journey by showing them how to collaborate with team members on their personal career plans and providing guidance when it comes to the cadence and format of their progress updates and goal-setting.

Managers listen; leaders listen and act.

Finally, a true leader will not only collect employee ideas and feedback on a regular basis, but he or she will also find ways to act on that data. It’s not enough to demonstrate to employees that you are listening. Making the move from manager to leader means identifying and escalating employee feedback quickly, and helping initiate real change based on those insights. In other words, showing your team you’re listening is much more powerful than telling them you are.

Here’s an example from one of our partners at Butterfly. Using our employee intelligence and management coaching software, a junior employee at a large ecommerce entertainment company proactively suggested a company-wide bus program to help employees get to work more efficiently. Recognizing this feedback as not only warranted, but also quite astute, the manager helped push the idea up the chain of command. Just weeks later, the office instituted a bus program for all of its employees.

During a time when job automation is not an “if,” but rather a widely accepted “when,” HR teams face an important challenge when it comes to helping managers grow into leaders.

The impact of a strong leader has the potential to scale tremendously–and this transformation can (and should) take place at all levels. As such, HR teams should invest more in leadership coaching to managers of all levels, not just executives.

Questions about Butterfly or management coaching in general? I would love to continue the conversation. Please reach out to simon@butterfly.ai.

IPMI Announces Major Speaking Partnerships for Upcoming HR Management Institute

 B2B conference company, International Performance Management Institute (IPMI), announced a number of valuable speaking partnerships today for the upcoming HR Management Institute. These partnerships include Paula Baker, CHRO at Best Buy Co.; Wendy Crudele, VP Global HR Operations at The Walt Disney Company; Michael Messier, CHRO at Excelitas Technologies Corp.; and Greg Hicks, SVP HR at Cigna Corporation.

All speakers contribute significant knowledge and experience in leadership development, talent development and leveraging human capital metrics to IPMI’s semi-annual HR Management Institute, taking place February 26th – 28th 2017 at the JW Marriott in Miami, FL.

The HR Management Institute is an invite-only conference catering to C-Suite HR executives of Fortune 500 and 1000 companies across the country. In addition to a robust agenda, IPMI also invites only the most cutting-edge solution providers to the Institute to deliver contemporary and relevant information exchange to attendees. What sets IPMI conferences apart from other conferences are the pre-scheduled, pre-selected one-on-one business meetings with relevant solution providers.

Don’t miss out on the opportunity to join the esteemed group of CHROs ready to drive employee engagement, improve corporate culture, and inspire creativity. Please call the director of the program, Mark Arruda, at 416-628-4058 ext 101 or send him an email at marruda@ipmionline.com for more information and to secure your seat.

IPMI is one of the world’s fastest growing providers of B2B information. IPMI develops and disseminates critical and timely business events exclusively for senior corporate executives. Bringing product providers and purchaser business communities together in print, in person and online, we have a reputation for delivering high quality and relevant information to our clients, empowering them to make educated business decisions to drive corporate performance objectives.

2016 Human Capital Trends for Continued Corporate Success

How do you ensure continued corporate success?

Human Resources teams are finally getting the recognition they deserve. While the common misconception is that HR only exists to hire new talent and reprimand bad behavior, it’s clear that their roles are much more complex.

With three generations in the workforce and new HR software solutions readily available, HR leaders are tasked with constantly analyzing data to understand employee satisfaction, to implement best practices for candidate and employee retention, and to take action in areas that are no longer working.

To drive corporate success in 2016, CHROs are thinking like CEOs and aligning their goals and strategies with emerging trends designed to improve the employee experience.

  • It’s all in the Design…Thinking

Design thinking is a trend that cannot be ignored. This new way of thinking requires HR leaders to forget about general HR processes that could “somewhat work” for “most organizations”, and instead zero in on their employees and create customized plans that will ensure a positive employee experience. With design thinking, HR executives must learn how their employees interact with each other and with technology, and then utilize the data to decide the most effective way to deliver information and obtain feedback, as well as choose the types of wellness perks and learning programs to offer. When it comes to recruiting, HR teams can test out different candidate experience processes to see which attracts and retains top talent.

  • HR 2.0 – HR has gone Digital

Integrating digital HR solutions into your strategy is invaluable for the success of your company as it ties in learning and engagement tactics as well. As technology is already a major component of people’s lives for both work and play, Digital HR will create more accessible opportunities for recruiting, employee engagement, employee management and training. Digital HR starts from recruiting, as teams can leverage social media for job postings and offer video recruiting and interview options to new candidates.

For current employees, digital HR will amplify the employee experience. Having an app or an online platform employees can easily access is extremely helpful. To start, employees can access video and quick training materials on their own time and learn at their own pace. Second, digital HR platforms can offer employee feedback surveys or quizzes online and offer incentives on completion. Additionally, HR teams can even implement a work-life balance component to increase productivity and offer wellness tips or reminder notifications to take breaks. Finally, “going digital” makes collecting analytics and analyzing results more accurate and efficient.

  • It’s Time to Get Organized

Companies are seeing major changes in their organizational design – instead of a hierarchy or silos, organizations understand the value of working as a team and encouraging one another to collaborate on winning solutions. Ditching the traditional organizational design of a company creates a more open and inclusive environment, increasing employee morale and engagement. Further, by eliminating silos, employees can offer their expertise to colleagues, enhance their skills by learning other areas of the business, and feel empowered to be a part of the future success of the business. Deciding to change a company’s organizational design is a hard task, but it encourages CHROs and CEOs to work together with their employees to align their initiatives and ultimately strengthen the team and improve the corporate culture.

Do you have a good story to tell? Share your expertise at the HR Management Institute. We’re on the lookout for speakers to dive into the challenges and solutions that are associated with design thinking, digital HR, organizational design, and much more. 

Building Better Leaders: Q&A with Lizanne Gottung CHRO, Kimberly-Clark Corporation

Leadership is a key element of any successful HR strategy and yet, only 33% of HR executives believe they have strong leadership programs in place according to ADP’s 2015 HR Leaders Survey. What is particularly even more staggering however is that just 7% of employees say they have faith in their current leaders when asked.

This year, the HR Management Institute is fortunate to have Liz Gottung, SVP and CHRO at Kimberly-Clark Corporation join us July 17th -19th at the Four Seasons Westlake Village to conduct the opening keynote on her own leadership journey and the commitment Kimberly-Clark has to deepen and diversify its leadership bench. 

Take a look at our Q&A with Liz Gottung below for a sneak peek of what’s to come at the conference!


1.    At the HR Management Institute you are speaking on leadership and how to build better leaders in an HR team. What would you say is a top trait/quality that an HR executive needs to transform their role and become a successful and inspiring leader?

  • Ability to influence up, down and sideways
  • Understand business drivers and ensure that communication of expectations are clear and consistent
  • Insistence on best talent in critical roles

2.    According to ADP’s 2015 HR Leaders Survey only 33% of HR executives believe they have a strong leadership program in place. What does Kimberly-Clark do to ensure their leadership program is strong and diverse?

We ask our employees how our leaders are doing and what they could do better… both formally and informally. Our Diversity & Inclusion team works directly with the Talent group to ensure our programs meet the unique needs of a diverse global workforce.


3.    What are some common red flags/issues HR executives should be addressing in their current leadership program to improve it for the future?

•    Focus on imparting content knowledge versus sustainable behavior change. Too many leadership development programs seem to focus on human behavior theory, etc. without enough emphasis on:
    Accurately assessing the manager against required leadership skills
    Identifying and addressing the underlying causes of each participant’s developmental challenges
    Providing the best techniques, motivation, support, time and experiences needed to dramatically improve managers’ behaviors on the job

•    Lack of follow up coaching/reinforcement
    Organizational Development and Learning professionals are too often not integrated/aligned with the business strategy and can become overly attached to their own content and theories about adult learning. They are sometimes too focused on emotional intelligence rather than exploring the latest research in neuroscience and intelligence ensuring that their programs provide better business results and better leaders.


4.    What are you most looking forward to at the HR Management Institute?

I am especially looking forward to the interactive Think Tanks, particularly the ones about building coaching capability in leaders – an area of key focus for my team this year.

Are you interested in learning more? Don’t miss out on this opportunity to network with CHROs and VPs of HR like yourself through insightful business meetings, innovative think tank discussions, and intimate business meetings. Join the inner circle today.

Q&A with Ricoh USA, Inc.

Our HR conference, the HR Management Institute, took place in February 2016. The initiative was a great success and we were lucky to have spent the 2 ½ days with incredible CHROs and VPs of HR from America’s leading organizations. Additionally, we had an amazing speaker panel and had the privilege of hosting Donna Venable, EVP of HR, and Michael Jones, VP, HR, US Field Operations, from Ricoh USA, Inc. The duo shared their insights on how HR is playing a strategic role in Ricoh’s evolving transformation and their speaker session was one of the highest rated at the program, as attendees found their content extremely valuable.

We sat down with Donna Venable and Michael Jones from Ricoh to learn more. Take a look at our Q&A below!

 

1.     When did Ricoh’s HR team decide it was time to make its own transformation and what did the team do to initiate the transformation?

The HR2020 transformation primarily focused on our HR field delivery teams. Ricoh HR was, and continues to be, on an evolutionary journey. We’ve explored outsourcing recruiting and benefits administration, adopted strategic business partners aligned to our senior most organization leaders and we’ve centralized many transactional areas. We’ve also realized that, on the backend of supporting a number of business integrations, functional structure/alignment changes, as well as the organization’s overall cultural transformation and adoption, we could pause from those engagements and focus specifically on our field delivery team.

The HR2020 transformation had a few catalyst points, including engagement of C-suite business leaders to share how we envisioned greater support and business impact through a more efficient field delivery structure. We also engaged cross-functional senior HR leaders and field HR leaders from the beginning so they could contribute to every aspect of the vision and play an active role in the creation of our roadmap.

2.     Can you share some of the points of Ricoh’s HR2020 initiative?

In no specific order:

  • Evaluate and identify gaps in HR services or HR delivery
  • Incorporate cross-functional collaboration
  • Define decision governance (including conflict resolution)
  • Implement a dedicated project manager/leader
  • Implement a talent assessment review for new roles and expectations
  • Communicate, communicate, communicate; we chose to communicate often using various communication vehicles - email, face-to-face, group calls, video
  • Engage external consultant for independent perspective

3.     What challenges did Ricoh face when implementing new technologies?

We didn’t experience what may be considered typical challenges with implementation. What we found was a greater need to collaborate and coordinate with other stakeholders, i.e. IT, business functions, that also had other high priority activities with similar key resource groups. This collaboration ensured linkage across the entire HR organization.

We also spent considerable time working through access, license distribution, cross team interfacing (i.e. - benefits, employee relations).

We simplified the complexity of implementing and introducing new functionality by building new technology into our overall project plan versus leaving it as an IT-owned project. We were also able to utilize IT knowledge/experience with newer technology platforms already in use with IT, thus contributing to an easier on ramp.

4.     What was the best takeaway for Ricoh from the HR Management Institute?

Honestly, we have discussed several. In general, we thought the quality of speakers and their topics were very good and timely, and we feel several of the sponsor/vendor connections will provide us the opportunity to explore further enhancements to our HR services. We also felt a number of the network connections will allow for best practice sharing, and we did identify 4 action/best practices that we are actively working to implement.

 

Every year we host two HR programs and our second one for 2016 will be taking place July 17th to 19th at the Four Seasons Hotel Westlake Village, CA. Registration is officially open to attend. If you are interested in collaborating and engaging in innovative discussions on how to improve your HR strategies and workplace with CHROs and VPs of HR like yourself, join today and secure your spot.