The ANZ operation of a global organisation continues to slash the time employees spend on strategically unimportant work through a simplification project, but its HR director notes that every time an inefficiency is addressed, "something else rises to the top".
After adopting AI, IBM's HR department has achieved a 55% lift in its approval rating from the business, and a dramatic reduction in admin work is opening up opportunities for its HR practitioners to work in L&D, tech-based and client-facing roles.
After giving all employees a paid "check-up" day each year, an employer that promotes early detection has now upped the ante with a partnership that provides screening, follow-ups and results on the same day.
Transforming an outdated HR system so it's fit for purpose doesn't have to be expensive or time-intensive, but it does require realistic expectations, according to a CPO.
Introducing a new employee experience system around the same time as a company-wide culture-change initiative has helped a global employer to monitor, measure and ultimately improve its safety performance.
A major employer's P&C team is driving AI adoption across the whole organisation through a top-down approach, which monitors activity and celebrates top users.
Crafting a benefits package that appeals to employees across multiple generations requires balancing "conflicting needs", but an HR leader says it's been key to helping her organisation meet its goals.
Being prepared to view negative feedback as a "golden ticket" for improvement has helped a global talent acquisition team transform its function in just six months.
Evidence-based workforce planning is always important, but particularly so when 10-year project timelines call for precise talent strategies, an HR leader says.
Candidates who don't plan to stay with an organisation long-term can still be worth their weight in gold, according to a head of talent who is seeing people put corporate careers on hold to share their expertise.
