HR leadership | Page 9 (102 items)

When attempting to connect leaders, managers and employees to a culture change project, it's important for HR to use a different "love language" for each group, according to a respected advisor.

The ability to "self-differentiate" is crucial in leaders, so they can make decisions that aren't emotionally "hijacked", says a leadership expert.

Employers needn't "start from scratch" when it comes to managing psychosocial health, but must tailor their approach to their particular business risks, says a CPO who oversaw development of an award-winning framework.

A chief people officer's role as a trusted advisor increasingly includes working "in lockstep" with the board, making these leaders a strong fit for CEO roles.

Media stereotypes that exaggerate HR roles as "overly bureaucratic or ineffective" mirror the real credibility issue that practitioners face, but these negative perceptions can be overcome.

The evolution of the chief people officer role in the next five-to-10 years will see a move away from "designing HR for HR", towards "really designing for where the business is at", a CPO turned CEO says.

When leaders start living healthier, more balanced lives, and encouraging their people to do the same, it completely changes how they "show up", according to an executive who speaks from hard-won experience.

"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.