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Your #Career : 6 Things You Should Never Tell Human Resources…HR Reps want to Help you Out, But only IF it’s for the Good of the Company Where you’re Employed.

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Human resources managers can be great people to know. If your company has employee assistance programs, they’ll hook you up. If you need help filling out disability paperwork or you’d like to know more about your salary and benefits, they’re the people you want to befriend.

HR rep Toby from The Office

But HR reps have a unique position in the company. One of their main job roles is to support employees and help them through any rough spots, but they also are employed by the company first. In other words, they’ll want to help you out, but only if it’s for the good of the company where you’re employed.

“A good many HR pros go into this as a career path because they are passionate about helping people. But remember, the HR department’s job is to retain a highly-skilled and productive workforce. Anything that demonstrates you are not going to live up to this goal, including anything you disclose that could potentially be harmful to the company, is subject to their discretionary action,” wrote Tess C. Taylor, a human resources expert at PayScale.

In most cases, you won’t (and shouldn’t) have a relationship with your HR rep that’s as filled with animosity as The Office‘s Michael Scott and Toby Flenderson. But still, there are reasons you also can’t be best buddies. Here are six things you’re probably better off not mentioning.

1. “I found a second job at night.”

As an addition to this, “moonlighting” shouldn’t enter your vocabulary if you’re in the HR office. You might really need the extra cash, and you might be keeping that second job completely separate from your main position. But even so, it will make your HR rep question your commitment to your full-time gig, human resources expert Susan M. Heathfield wrote for About.com. “They become concerned that you may be job searching because the current job either doesn’t pay for your living expenses or you need additional challenges,” she said.

If this is the case, you’re more likely to be passed over for promotions, and if you are late or unavailable for certain projects, your HR rep will likely blame it on the second job, whether that’s accurate or not.

If your company requires you to disclose second jobs in your employee contract, don’t try to hide it — that will likely be worse for you. But make sure when you have that discussion, you’re able to give specifics about your availability, and stress that this job comes first. Discuss the second job as little as possible, suggests U.S. News & World Report, focusing instead on how you’ll continue to excel at the one paying for your benefits.

 

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2. “Please don’t tell … “

In many cases, what you tell your HR rep will remain confidential. But a good rule of thumb is that if you’re discussing something illegal going on in your company, or you’ve been harassed or assaulted in any way, it won’t stay quiet for long. In many of those situations, HR will have a legal requirement to report wrongdoing.

In addition, expect anything you say to your HR rep to get back to your boss eventually. “HR works in that difficult space between employees and management, and must act on serious issues they learn about, whether you want them to act or not. Go to HR for help in solving problems, but not as a substitute for a best friend or neighbor,” Bruce Clarke, president and CEO of CAI, a human resource management firm, told CBS.

3. “My FMLA leave was the best vacation yet.”

Chances are, if you were helping a sick family member or your first child just arrived and you were on paternal leave, you couldn’t say this honestly anyway. But don’t come back to the office focused on your previous time off — come back and talk with HR about how to move forward. Otherwise, they’ll question your commitment, and you’ll stunt your chances of moving upward.

“You don’t want to dwell on why you took any leave (parental or otherwise) because it’s not relevant, and you want to move on to what’s relevant” — like how your skills and experience can continue helping the company, Caroline Ceniza-Levine told CBS.

What’s more, don’t start your extended paternal leave by telling your HR rep you’re thinking about making it a full-time gig. You might find yourself reassigned to less-desirable projects — or a less amenable office — when you return, even if you come back knowing you’d like to stay in the workforce. It’s happened before.

4. “I slept with … “

Maybe kissing and telling is your thing. If it is, save it for your buddies at the bar — not the HR office. This is the case even if it’s an in-office relationship — especially if it was with someone you work with on a daily basis. Most of the 2,300 respondents in a Business Insider survey said they don’t believe they should have to notify HR in the first place (92%), and more than 80% of respondents said it’s generally OK to sleep with someone who works for the same company.

However, you don’t want your work judged on your romantic abilities, or your mistakes chalked up to office love triangles. Plus, most HR managers don’t need to be a part of the office gossip in the the first place. “I have better things to do than deal with who slept with who, or who’s talking about you behind your back. Sometimes I feel like a high school guidance counselor,” one HR manager told Reader’s Digest.

5. “I finally settled the lawsuit with my last employer.”

You might have had totally legitimate reasons for filing a legal complaint against your last boss or company and be ready for a fresh start at your new position, but there’s never going to be a good time to bring that up to HR.

“HR departments live in fear of lawsuits – even the good, ethical, painstakingly fair departments,” writes Heathfield. Not only will this make them suspicious of your motives, but it could also be perceived as a menacing tactic. “HR staff also regards the fact that you share this information with them as potentially threatening to them and your employer,” she said.

What’s more, nothing will get a HR rep’s hackles up like the mention of litigation. “HR professionals are truly an employer’s first line of defense against employment law claims like discrimination and retaliation,” says the Society for Human Resource Management. If you want to stay in the good graces of your company, avoid mentioning this unless you plan to actually sue and likely walk away from your position.

6. “My spouse might be transferred to another city.”

Unless you know for sure that your significant other’s job is moving — and you’re going with him or her — don’t bother giving HR a heads-up that’s longer than your customary notice. It’s in situations like this where you’ll need to be your own advocate, because the HR department will only be concerned about limiting the fallout. You won’t get promoted, you won’t get extra projects, and you might even start to see some of your job duties given to other people — all to prepare for the possibility that you might move away.

“This is more career busting than telling your employer that you are job searching, because the employer will perceive that you have less control over the outcome,” Heathfield writes.

Follow Nikelle on Twitter @Nikelle_CS

Cheetsheet.com | July 5, 2016 | 

#Leadership : What To Do When A Key Hire Quits…TAKE A DEEP BREATH. It Always Hurts When a Key Contributor Leaves, But There are Ways to Deal with it That Can Ease the Pain.

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A great member of your team just came to you with an unexpected resignation. I’m sure you’re somewhere between being upset that you’re being deserted and worried about what you are going to do to handle that person’s contributions. Maybe you’re even more concerned that this will be the start of an avalanche—how many more people are thinking about leaving?+

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Sad businessman sitting at workplace and trying to find solution of problem

I know it’s a big loss and a big hassle to have to deal with a key hire departing, but, it’s totally normal and manageable.  Get through the pain quickly and elegantly, and get yourself back  as fast as possible.

TAKEA DEEP BREATH. If you’re successful, this is a scenario you’ll experience many times in your career. It always hurts when a key contributor leaves, but there are ways to deal with it that can ease the pain.

Here are my recommendations for when you hear that you’re about to lose someone who means a lot to the organization:

Find out why they are leaving.  Are they running away from something or running toward something?  Do they have their heads on straight regarding the situation?

Are they salvageable?  If there is something wrong, can you fix it?

  • I always use additional compensation as a last resort, as it’s usually not compensation that makes them want to leave.
  • If you can fix it, is the person mature enough to re-commit and be wholly engaged? You only want people onboard who are fully engaged.

 

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If you decide they are salvageable, still do a gut check and make sure you’re not getting gamed. Sometimes people use the threat of leaving as a way to angle for more money. Unfortunately, people sometimes do disingenuous things.

Be very careful not to build an entitlement culture where people think if they threaten to quit, they become eligible for a promotion. That makes costs go crazy and makes you powerless. Reserve the times you are willing to get gamed for one percent of the employee population—the true talent—not 30-50 percent of the people who are trying to get a better offer. Only go through heroics for the true stars. Everyone knows what’s happening and you have to be careful about how they see you responding. If not, soon everyone will be at your door with a counter offer and request for a raise and promotion. How can you tell what’s what? Probe where they are going, then tell them that it sounds like a great opportunity and that if it doesn’t work out, they are welcome to come back.

If they will definitely be leaving, can you negotiate a transition plan that is beneficial for both of you?  Can you get their agreement to help out in a pinch even if they are in a new job?

Treat them with respect and dignity on the way out.  Celebrate their contributions and let them know they are welcome back if things don’t work out where they are going.

But remember, you need to celebrate the people who stay and do good work as much as—or more than—the folks that leave.  Several times I’ve heard people say they only received recognition when they left (the squeaky wheel gets all the oil syndrome), which leads to very bad cultural dynamics.

  • Make sure the team knows that the departing person will be missed, but talk about the actions you and they can take to ensure that the company will still achieve its dreams.
  • Recognize that this is a great opportunity for someone else to step up and get a promotion.

Finally, look back and assess whether this was a surprise. Did you see it coming?  Make it a point to proactively know where all your key talent’s heads are and work hard to keep them motivated and in the game.

I know it’s a big loss and a big hassle to have to deal with a key hire departing, but, it’s totally normal and manageable.  Get through the pain quickly and elegantly, and get yourself back to terra firma as fast as possible.

 

Forbes.com | May 3, 2016 | Maynard Webb

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#Leadership : The 8 HR Analytics Every Manager Should Know About…People are Vital to the Success of any Company. There’s No Doubt that any Business Which can Attract the Right Competencies, Manage Talent Effectively, Utilize Capacity Efficiently, & Retain Employees is Setting Itself Up for Long-Term Success.

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HR departments are generating more data than ever before but at the same time they often struggle to turn their data into valuable insights. Based on the work I do with companies all over the globe I have identified some of the most important analytics managers can use to better understated the people-related side of their business.

Free- Direction Rail Tracks

 

This post builds on my article on the key business analytics tools, which might make good additional background reading. Here is my list of HR analytics every manager should know about:

1- Capability analytics

The success of your business depends on the level of expertise and skill of your workforce. Capability analytics is a talent management process that allows you to identify the capabilities or core competencies you want and need in your business. Once you know what those capabilities are you can compare them to the capabilities you have in place at the moment to see if you have any gaps.

Tip: Capabilities are not just about qualifications and skills; they can also include capabilities that may not be formally recognized, such as the ability to develop and maintain relationships.

 

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2- Competency acquisition analytics

Talent matters, and the acquisition and management of talent is often a critical factor in business growth. Competency acquisition analytics is the process of assessing how well or otherwise your business acquires the desired competencies. You need to start by identifying the core competencies your business requires now and in the future. Then assess the current levels of these competencies within your business and identify any gaps. You can then monitor how effective you are at developing these competencies in-house or spotting and recruiting candidates with those competencies.

Tip: Key to effective competency acquisition analytics is focusing on a small set of core competencies.

 

3- Capacity analytics

Capacity affects revenue. Capacity analytics seeks to establish how operationally efficient people are in a business, e.g. are people spending too much time on admin and not enough on more profitable work, or are individuals stretched far too thin? It also allows businesses to establish of how much capacity they have to grow?

Tip: The tricky part is establishing a system to track capacity without creating huge administrative burdens and without alienating employees with a ‘big-brother’ approach. Big data and sensor system can be very effective here.

 

4- Employee churn analytics

Hiring employees, training them and then integrating them into the business costs time and money. Employee churn analytics is the process of assessing your staff turnover rates in an attempt to predict the future and reduce employee churn. Historical employee churn can be identified through traditional KPIs such as the employee satisfaction index, employee engagement level and staff advocacy score. Surveys and exit interviews are also useful tools.

Tip: Always remember that some employee churn can be desirable. It is important to identify a healthy level of churn and develop system to pinpoint the ‘regrettable’ churn.

 

5- Corporate culture analytics

Culture is notoriously difficult to pin point and even harder to change. It is essentially the collective (often unspoken) rules, systems and patterns of behavior that embody your business. Corporate culture analytics is therefore the process of assessing and understanding more about your corporate culture or the different cultures that exists across your organization. This then allows you to track changes in culture you would like to make, understand how the culture is changing, create early warning systems to detect toxic cultures in their development and ensure you are recruiting people that don’t clash with the corporate culture.

Tip: One way to assess culture is through the analysis of customer service conversations, which can provide a rich vein of data to assess corporate culture.

 

6- Recruitment channel analytics

Employees represent the greatest cost and greatest opportunity in most businesses. Recruitment channel analytics is the process of working out where your best employees come from and what recruitment channels are most effective. Recruitment channel analytics will involve some historical assessment of employee value using KPIS such as human capital value added and return per employee. Surveys and entry interviews are also useful sources of data.

Tip: Aggregator sites like glassdoor.com operate like Trip Advisor for recruitment and can provide companies with independent reviews of their recruitment process.

 

7- Leadership analytics

Poor leadership, whether of a business, division or team costs money and prevents a business from fulfilling its potential. Leadership analytics unpacks the various dimensions of leadership performance via data to uncover the good, the bad and the ugly. Data about leadership performance can be gained through the use of surveys, focus groups, employee interviews or ethnography.

Tip: It is advisable to make the data collection anonymous, so that employees can really open up and provide useful information. Few employees would feel confident or safe talking about their leader or manager if they knew that person could or may have access to their opinion.

 

8- Employee performance analytics

Your business needs capable high-performing employees to survive and thrive. Employee performance analytics seeks to assess individual employee performance. The resulting insights can identify who is performing well and who may need some additional training or support in order to raise their game. Today, we have many innovative ways of collecting and analyzing performance, from crowdsourced performance assessments to big data analytics.

Tip: I advise companies to move away from the classic and outdated performance reviews. With modern data capture techniques it is possible to analyze performance more holistically and less focused on specific parts of a job that might cause employees to skew their behavior.

 

Bernard Marr is a best-selling author, keynote speaker and data expert. His new books is: ‘Key Business Analytics: The 60+ Business Analysis Tools Every Manager Needs To Know‘

 

Forbes.com | March 1, 2016 | Bernard Marr

#Leadership : Challenges For HR Directors In 2016…There is a Growing Trend towards Manager & Employee-Driven HR Processes Rather than HR being the Main Driver

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In 2015, one of the notable features of the business world has been the impact that a corporate scandal can have on the reputation of a company or sector.

Free- Lock on Fence

 

As Benjamin Franklin, one of the founding fathers of the US remarked: ‘It takes many good deeds to build a reputation and only one bad one to lose it’.

In 2015, the repercussions of the carbon emissions cheating debacle by Volkswagen continues to be felt by its customers, suppliers and employees and a catalogue of misdemeanors such as the foreign exchange rate rigging and money laundering has plagued the banking sector.

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On a macro-economic level, the population continues to age in many countries across the EU as well as the US and Japan. Germany and Japan have a population average age of 46 years while in the US this is 36 years old. The demographic profile is very different in Africa where the average age in South Africa is 25 and 15 years old in Uganda. The changing demographics within the West and in emerging markets will have implications for the talent management programs of global firms. I asked some experts to gaze into their crystal balls and give their views for 2016 in terms of talent management, leadership, culture and technology.

Reputation management will be front and centre of HR directors’ agenda, commented Rita Trehan, chief capacity officer at Rita Trehan LLC. “The Volkswagen downfall has cast a long shadow; a healthy culture gone astray. If it can happen to them, it can happen to anyone. Next year, the onus will be on HR to take the lead, manage the company reputation and call out risky practices that might bring down a business.”

Major skill shortages and huge changes in demographics will be on the radar of HR directors of FTSE100 firms, remarked Nick Holley, co-director of the center of HR Excellence at Henley Business School.

“I see a lot of companies have a big issue where there is shortage of science, technology, engineering and mathematics (STEM) skills. At the same time, we see that many FTSE100 firms have demographic problems as there are a significant proportion of baby boomers on the cusp of retirement. There is a real issue with knowledge transfer here.”

As the job market becomes more competitive and skill shortages worsen, this will place the prospective employee in a more influential position to research an employer, argued O’Connell. “Employees have more information than ever before on a prospective employer. HR needs to focus on what their employer brand is and build trust between potential employees and the business.”

In terms of talent management challenges facing global firms in 2016, there is a growing understanding within the HR industry that the annual performance review isn’t an effective way to manage people or boost performance, argued David Brennan, general manager of Achievers. “It’s a process that looks in the rear-view mirror, that’s focused on what your employee did a year ago. It’s no longer a relevant or fruitful procedure for the new generation of employees. Learning how to incorporate real-time feedback into the company’s culture will be crucial for global firms who want to see engaged and successful employees.”

Holley warned that global firms had to be careful when it came to defining ‘talent’. “It’s not just the high potential employees. Most organizations see the talent issue is around critical skills that they require to deliver their business strategy.” Holley argued that there needs to be more ‘subject-matter’ leadership within organizations. “We tend to think that leadership is about leading people but it’s also about commercial leadership, multi-cultural leadership and leading within the context of the organization.”

HR directors of multinational companies need the ability to balance the need of different business challenges arising from different regions, said O’Connell. “Immigration is an interesting challenge. There will be increasing workforce diversity and companies that embrace that diversity will see that leverage of value.”

Global organizations must consider what it means to have a multi-generational workforce and how they work together, advised Charlotte Sweeney, founder of Charlotte Sweeney Associates, a diversity and inclusion consultancy. “Organizations need to consider what employees from different generations and different life styles are looking for from an employer, whether that’s interesting work, being able to make a difference to wider communities or the rewards and recognition they receive. Research shows that the younger generation is much more vocal about what they want and don’t want from their employer and career. If companies want to be able to attract and retain future talent, then these perspectives do need to be listened to.”

Another challenge for multinational firms is how they communicate with the millennial generation especially with the increasing influence and presence of online sites that review organizations, argued O’Connell. “Employers have a real challenge here as with greater choice and influence, this generation has a depth of knowledge about companies. HR directors have to make sure they are communicating properly about their company. Glassdoor has provided authentic feedback about companies and I see the more progressive organizations respond to comments on Glassdoor, rather than ignore it.”

O’Connell warned that the HR function had to get closer to the business in 2016 in order to be more effective. “We did research recently which revealed that 50% of business leaders don’t value the analytics that HR provides for them. HR is taking a technology-focused approach but it needs to provide the data that the business unit values.”

Technology will play a pivotal role for the HR function in 2016, commented Simon Constance, partner, people advisory services at EY. “I think that 2016 will be the year that automation hits the administrative processes and we’re going to see an explosion of artificial intelligence. Automation will take a swathe of process roles out in call centers. Junior analysis roles will also be hit by automation.”

Dominique Jones, Vice-President of Human Resources at Halogen Software believes that there is a growing trend towards manager and employee-driven HR processes rather than HR being the main driver. “To support this, HR technology will provide employees and managers a central view of all ongoing performance and development activities, and a simpler way to review and revise goals, development plans and gather and provide feedback across multiple devices.”

 

Forbes.com | December 30, 2015 | Karen Higginbottom ,CONTRIBUTOR

 

#Leadership : Companies are Now Using this Strategy to Win the War for #Talent … How can #Employers Make sure Highly Qualified #Workers Choose Your Company over Your Competition?

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Recruiting top talent is a priority for every business regardless of location or industry. According to a report released by commercial real estate services company CBRE, 67 percent of multinational companies prioritize talent acquisition and retention over cost savings.

Free- Counting Abacus

There’s a good reason for that: Without skilled workers, companies would be lost.  And at the heart of the talent conversation lies real estate. In fact 46 percent of corporations’ global real estate decisions last year were driven by talent availability.

But even if you establish your business in a place where there’s a lot of good talent, securing it can be an outright war. So, how can employers make sure highly qualified workers choose them over the competition? Here are some ways to maximize real estate as a tool in the talent war.

Turn your headquarters into a community

If your company isn’t located in a major city, then offices can sometimes be pretty generic looking, often lacking any personality. Not so for ESPN. The company’s headquarters in Bristol, CT, aren’t a run-of-the-mill office park, but a full-fledged compound. After employees eat in the onsite cafe—which includes a brick pizza oven, vintage popcorn machine, and sports references like “Field of Greens”— they can get together to shoot some hoops out back. When they need a break from technology they can chat by a pond-side gazebo or visit the expansive gym, open seven days a week.

Obviously ESPN’s state-of-the-art, 123-acre campus makes it a desirable employer, but you don’t need a similar setup to attract and keep the best talent. Instead, you can infiltrate a community that already exists — whether it’s a desirable neighborhood in a certain city or an office park (an attractive one) in a suburb. Local restaurants, entertainment options, and other amenities play a big part in determining whether workers will choose you or sign on with a rival.

 

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Focus on wellness

How healthy is your business? Increasingly, companies are thinking of this question not in relation to revenue, but actual employee health. CBRE calls this the “wellness” agenda, where “the physical comfort and performance of the workforce come to play a growing role in building production and management.” In other words, services that were once viewed as a luxury—like on-site gyms and spas—are becoming commonplace, and failing to build them can leave companies in the dust.

CBRE reports that close to 50 percent of workers rank amenities like gyms as an important workplace feature, while more than half consider the indoor environment. These factors affect the modern workforce’s decision about which company to choose, and how long to stick around.

General Mills, the Minneapolis, MN, consumer packaged goods manufacturer, offers its workers access to an on-site health clinic. Meanwhile, in San Francisco, Twitter provides staff with a rooftop garden for when they need some down time.

Dial up employee collaboration

A business’ ability to foster corporate connectedness is very much a product of its workspace.

That’s because certain workspaces encourage employee collaboration, which can create a more appealing company culture—something that’s sure to draw workers. When Steve Jobs was CEO of Pixar, he hired famed architectural firm Bohlin Cywinski Jackson to design a campus that included a central atrium and multiple gathering areas that “promoted encounters and unplanned collaborations.” Teamwork and a positive atmosphere matter, especially when you consider many professionals spend more than 1,500 hours in an office each year.

Winning the talent war is about understanding what your target employees value in a workplace — from infrastructure to lifestyle perks — and delivering. When you can strike that balance between community and culture, workers will be lining up to sign on.

Find out more about how the right real estate can help recruit and retain great employees. 

This post is sponsored by CBRE. 

 

Businessinsider.com | December 8, 2015 | CBRE

#Leadership : 31% Of Execs Say A Colleague Has Tried To Make Them Look Bad…So What’s the Best Way to Respond when a CoWorker Sabotages You?

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“Some Professionals are So Competitive that They’ll Do Just about Anything to Get Ahead,” says Diane Domeyer, executive director of The Creative Group, in a press release. “Being able to handle challenging or difficult coworkers—and maintaining healthy working relationships—is  crucial for career success, particularly in environments that require a great deal of collaboration.”

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If you Think you’re Having a Bad Day at Work, Consider This: Almost 1 in 3 (31%) of Executives say a Colleague has Tried to make them Look Bad on the Job, according to a survey by The Creative Group.  The good news is that this is an improvement from the 50% of execs who answered in the affirmative in 2008. The bad news, of course, is that this still happens with some frequency.

“Some professionals are so competitive that they’ll do just about anything to get ahead,” says Diane Domeyer, executive director of The Creative Group, in a press release. “Being able to handle challenging or difficult coworkers—and maintaining healthy working relationships—is  crucial for career success, particularly in environments that require a great deal of collaboration.”

So what’s the best way to respond when a coworker sabotages you? According to the survey, 41% feel it’s best to confront the person directly, and another 40% believe notifying the offender’s manager or human resources is the best route.

Here’s what the experts have to say:

Take a moment. Your first inclination might be to act right away, but your best bet is to give yourself some time to cool down. “Avoid reacting or responding in the heat of the moment,” Domeyer says. “Only when you are calm and collected should you ask to have a private conversation with your coworker. Emailing or instant messaging about a sensitive subject can easily lead to misinterpretation.”

Reflect on what happened. “What were your colleague’s intentions?” Domeyer asks. “Did you play a role in the problem? Before broaching the subject with anyone, try to identify the person’s motives and any steps you could have taken to avoid the situation.”

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Keep it clean. “Keep the discussion focused on how your colleague’s actions have made you feel rather than hurling accusations, and give him or her a chance to respond,” Domeyer says.

Listen closely. “Pay close attention to what your colleague has to say,” Domeyer says. “Even if you cannot see eye to eye, you’ll get a better sense of how your coworker thinks, which can help you predict future behavior.”

Stay positive. Keep your emotions in check. “Toxic people like to be around people who fuel the negativity,” says Stacia Pierce, a career expert and the CEO of Ultimate Lifestyle Enterprises based in Orlando. “When you keep a happy disposition, they will usually overlook you as someone to spew venom with.”

Document it. “It is so critical to document everything this person is doing,” says Jeanine Swatton, director of developer evangelism at Yodlee Interactive. “This detailed record keeping is extremely helpful if the behavior continues. You have more credibility.”

 Skip the payback. When you’ve been burned by a coworkers, it’s tempting to plot your revenge. “But the ability to handle difficult coworkers is vital for career success,” Domeyer says. “Try to behave in a professional, tactful manner while also keeping your guard up. If you get involved in a tit-for-tat game, you’ll likely damage your reputation and credibility.”

Recruit help if necessary. “Share the situation with a trusted colleague such as a direct manager or HR,” says Todd Horton, founder and CEO of employee recognition company KangoGift and long-time human resources veteran. “While it may feel odd to bring in other parties, the goal is to ensure that everyone has a productive environment.”

Don’t gossip. “Only address the issue with a manager or supervisor,” says Felicia Kinlock, a social worker and confidence coach for Millennial women. “Avoid talking about this person and his or her sabotaging ways with other colleagues. It spreads workplace gossip and makes you appear immature.”

— Follow Kate Ashford on Twitter.

Forbes.com | August 26, 2015 | Kate Ashford 

Leadership: My Picks For The Top 10 CHROs & Why It Matters…Today’s CHROs Don’t Gate Progress; Rather They are Often the Change Agent Fueling Growth & Development

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Before I get to my picks for the Top 10 CHROs, I want to give some background on why this list is important, and how you should use it to shape your enterprise moving forward. While every member of the executive team plays a critical role in successful organizations, aside from the CEO, a strong case can be made that the chief human resources officer (CHRO) is the real game changer.

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“HR” has evolved, and so to have the people leading human development and performance. Long gone are they days when power hungry administrators place a death grip on all things necessary and rational. Today’s CHROs don’t gate progress; rather they are often the change agent fueling growth and development.

The modern CHRO is a sophisticated, yet eclectic mix of experience and skills, which often span many core functional areas such as strategy, brand, operations, IT, and finance. In fact, in my work with CEOs it is not at all uncommon to find successful organizations where the CHRO is the closest and most trusted thought partner to the chief executive – this was not the case even a few years ago.

CEOs have grown to understand that regardless of the business they are in, they are always in the people business. Understanding they cannot afford to get that wrong, they have sought out a new and different type of HR leader. Whether you are a CEO trying to build a world-class company, or someone trying to decide where they want to work, my message is a simple one – don’t gloss over HR. Whether you like it or not, people, culture and community matter.

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So how do you judge the success of a chief human resources officer? The simple answer is you look at how badly people want to work for their company. I’ve often said that culture is that ethereal “X” factor that all “It” companies possess that other organizations so desperately desire and so rarely achieve. The CHRO is often one of the chief architects of culture, and they are most certainly its main steward, curator and guardian.

So the longer answer to the question of how you judge the success of a CHRO is as follows:

Examine the talent they’ve helped to attract and retain

Observe the culture they’ve had a hand in shaping

Take stock of the progressive development plans and programs they’ve made available to the workforce

Evaluate the creativity, reasonability and effectiveness of the compensation programs in existence

Look for (and find) great workforce dynamics, engagement and satisfaction

Find a strong and well positioned employer brand

Find HR’s hand (in a good way) in everything as an enabler and contributor to operations flowing all the way through to customer satisfaction.

While the above list is certainly not all-inclusive, it does start to paint a picture of the critical roles CHROs play in the success of any business enterprise. For a chief human resource officer, leadership, team, succession, purpose, culture, governance, and diversity are not just buzzwords – they represent who a CHRO is, what they believe, and where they work everyday. The depth and breadth of the skills and talents possessed by this next generation of CHROs have taken them from not having a “seat at the table” to often making them a logical choice as a successor candidate to CEOs.

So, who are my picks for the Top 10 CHROs?

  1. Tim Huval, CHRO at Humana (NYSE: HUM): #1 because the results speak for themselves. Huval was the first key C-level hire made by CEO Bruce Broussard when he took over the helm at Humana. I’ve had the pleasure of working with him in the two years since he assumed the CHRO role. During his short tenure, Humana has completed a cultural transformation, which should serve as a case study in change leadership, succession, organizational design, team building, talent acquisition, and stock performance. He is the total package – a team player people love to work with and for. With a diverse background in human resources, information technology, and operations, his business and leadership acumen are only exceeded by his commitment to make others better. Huval refuses to take credit for any of the many successes Humana has achieved over the last two years, quickly giving the credit to his colleagues and teammates. But those who know him will quickly point to the critical nature of his role in Humana’s transformation into the enterprise Broussard envisioned.
  1. Laszlo Bock, CHRO at Google (NASDAQ: GOOG): A true innovator in human performance, Bock has taken his MBA from Yale, and stints with McKinsey and GE to help create what is arguably the strongest employer brand in the market. Many of the latest trends in talent management have been incubated, implemented and validated under Bock’s 9-year tenure at Google. Bock’s relentless pursuit of cracking the code on what makes people tick, makes people fit, makes people contribute, and makes people happy will likely keep him breaking new ground at Google for year to come.
  1. Russ Hagey, Partner and Worldwide Talent Officer at BAIN & Company: BAIN is what I like to refer to as the culture company. I’ve never met someone from BAIN who wasn’t smart, talented, and truly likeable – that’s saying a lot when you’re talking about a consulting firm. Whether you look at employee engagement, Glassdoor reviews, or the fact that Consulting Magazine has ranked BAIN as the “#1 Best Place to Work” for 11 years in a row, it’s hard to deny Hagey’s impact on the firm, its culture and its brand.
  1. Lisa Buckingham, CHRO at Lincoln Financial Group (NYSE: LNC): Ask anyone who knows Buckingham and you’ll find out why Lincoln CEO Dennis Glass is thankful she’s on the LFG team. Tough, creative, smart, insightful, compassionate and very accomplished, Buckingham is a walking human omni-channel brand. In addition to serving as Lincoln’s CHRO, she is also the company’s Chief Brand and Communications Officer. LFG has established itself as a powerful employer brand, and a company with a strong and stable culture. A solid strategic mind, and innovative thinking around talent and leadership will likely carry Buckingham all the way to the CEO chair assuming she could be pried away from Lincoln – she is fiercely loyal.
  1. Tony Galbato, CHRO at Amazon (NASDAQ: AMZN): The Amazon brand is synonymous with innovation, which means it must maintain a robust talent pipeline and a rich culture. Talent and culture are not things Jeff Bezos takes lightly, and the person he entrusts with leading Amazon’s global HR organization is Tony Galbato – not a bad endorsement. Like Laszlo Bock, Galbato has driven many forward thinking HR practices that have set the chinning bar for the CHROs of the future. Galbato has helped Amazon to be widely regarded as one of the best places to work, with one of the strongest employer brands on the planet.
  1. M. Susan Chambers, EVP, Global People Division at Wal-Mart (NYSE: WMT): Given Chambers is in charge of the nation’s largest private workforce of more than 2 million associates, it’s no wonder she has been named to Fortune magazines “50 Most Powerful Women In Business” 5 years in a row. Keeping a motivated, high performance workforce spread across more than 26 countries is no small challenge, and Chambers has proved more than worthy of the task at hand.
  1. Ellyn J. Shook, CHRO at Accenture (NYSE: ACN): It’s a rare CHRO who oversees more than 319,000 employees in 200 cities in 56 countries responsible for generating more than $30 Billion in net revenues. That said, it’s one thing to be responsible for supporting the global HR needs of a sizeable enterprise, it’s quite another to do it well. Shook has created the engine known for attracting, developing and retaining great talent who enjoy Accenture’s collaborative, innovative culture.
  1. Anne P. Byerlein, Chief People Officer at Yum! Brands, Inc. (NYSE: YUM): Yum! Brands has had its fair share of success over the past few years, and Anne Byerlein is the talent genius behind David Novak’s fast food juggernaut. More than 41,000 restaurants in more than 120 countries create levels of people/talent complexity that few can imagine. Byerlein has a well-deserved reputation for being a true triple threat (strategic thinking, tactical precision, and a nose for talent) HR leader.
  1. Diane Gherson, SVP of Human Resources at IBM (NYSE: IBM): What do you get when your CHRO holds a patent in predictive analytics, has a Master’s of Industrial and Labor Relations from Cornell, and is working toward a PhD in Management at the M.I.T. Sloan? You guessed it – Diane Gherson, a CHRO capable of overseeing all HR related functions for more than 400,000 employees worldwide. IBM is not the old Big Blue of days gone by, but rather one of the most sophisticated and innovative people businesses on the planet.
  2. Susan P. Peters, SVP Human Resources at GE (NYSE: GE): Few organizations understand internal development and succession like GE, and Peters now leads the culture she is a product of. Joining GE in 1979 in a divisional HR role, later being tapped to serve as IBM’s chief learning officer responsible for all training and development, and now having responsibly over HR globally for GE – Jack Welch would be proud. With Peters at the helm of HR, the legacy of leadership at GE will remain intact.

    So, there are my picks for the best HR minds on the planet – who did I miss?

    Follow me on Twitter @mikemyatt

 

Forbes.com | February 11, 2015  |  Mike Myatt