HR leadership | Page 8 (85 items)

"Connecting the dots" between previously disjointed HR processes has helped an organisation save hundreds of days of administrative effort each year, and dramatically improve its employee experience.

A "for the people, by the people" approach to culture is driving industry-leading engagement and retention scores at Hewlett Packard Enterprise, its HR vice president says.

A global head of talent with more than 25 years' experience in the field expects all her HR business partners to be proficient when it comes to talking about three things: the company's product, customers, and P&L.

Mergers and acquisitions present an opportunity for employers to clarify and preserve the aspects of culture that drive their success, and ditch those that don't, but the people side of deals is too often overlooked, an advisor says.

Organisations that unlock the "growth combination" of data, tech, and people can expect to gain an 11% top-line productivity premium, and CHROs will play a critical role, according to new Accenture research.

With businesses in a 'triple squeeze' of talent scarcity, falling confidence and accelerating inflation, it's time for HR to move to the forefront of organisational planning and help lead through volatile times. Watch this HR Daily Premium webcast to learn how to set your organisation up for success in 2023.

HR leaders now have an "amazing opportunity" to exert their influence, but a few things are standing in their way, according to a leadership expert.

People functions have never been more central to the success of businesses, yet many HR leaders remain on the periphery of senior leadership, inhabiting a "mezzanine mindset", where they are called in for updates but never quite gain a permanent seat at the table. Watch this webcast to understand how to stake your claim.

HR leaders have historically been "really poor" at developing a professional brand and using it to wield influence, and now is the perfect time to change this, according to a leadership expert.

Connecting the dots between people and business strategies requires people leaders to become more curious about their organisation's other functions, HR executives say.