Chapmancg Global Hr Interviews

Who doesn’t enjoy a good story? Particularly, ones that inspire us to think differently or to see something with a fresh perspective. Storytelling in the workplace can be a powerful tool to drive talent strategies. Think for a minute about your own organisation and how storytelling is used to share goals, expectations and experiences. Greg Morley, Vice President, Human Resources at Hasbro, discusses the benefits of corporate storytelling.

The workplace has redefined itself many times over in the past 10 to 20 years and there are no indications that it will stop any time soon. How an organisation does business and where it does business has a direct impact on how it identifies, recruits, trains, and manages its talent. And as business climates change and evolve, so too do the role and responsibilities of Human Resources. Pramukh Jeyathilak, Organisation & Leadership Development Leader at Amazon discusses developing the optimum HR structure during a time of transformation.

In the battle to be viewed as more strategic and value-adding, HR often takes on greater responsibility. So, is it time for HR to do less in certain areas in order to contribute more meaningfully in others? Joydeep Mutsuddi, Senior Vice President Human Resources for the Life Sciences Segment at Becton, Dickinson and Company discusses HR in today’s hyper–competitive business environment.

The ever-changing nature of global organisations presents challenges for building and nurturing relationships bounded in trust: the belief that another person has an attitude of goodwill towards them and taking actions according to that belief. As business leaders, we understand that trust is important, but why does it matter so much to organisational performance? Greg Shuler, Chief Talent Officer at J. Walter Thompson Company for the Middle East & North Africa, discusses how to harness the power of trust to improve organisational performance.

Employee experience has emerged as a disruptive force in HR. Social media, cloud, analytics and related technologies now offer HR leaders with a plethora of tools to unlock the potential of employees by engaging with them throughout the entire employee relationship life-cycle. To what extent should the type of design that drives customer experience influence the design and delivery of the employee experience? Kausik Sarkar, VP and Global HR Head – Operations at Baxalta discusses the case for improving employee experience in the digital era.

There is no question that gendered stereotypes influence educational choices, this can deter many girls and women from developing skills in maths and science that later restricts entry to occupations and industries over-represented by men. Leaders in male-centric industries have in many ways failed to increase female representation and strengthen the pipeline of talent. But, many progressive organisations are making strides to develop integrated gender diversity strategies to attract, recruit, retain and develop female talent. Caroline Bosch, Pacific HR Director at Honeywell, discusses the evolution of gender diversity strategies.

It’s one thing to be responsible for supporting the global HR operational needs of a sizeable organisation, it’s quite another to do it well in today’s dynamic business environment. Global consistency and standards ensure efficiency and scale and local flexibility drives agility and growth. Now, more than ever, the time is right for HR to become a key strategic force in major corporations. Jamie Marchand, Vice President of HR Operations at Pall Corporation discusses ‘high-impact’ HR.

Organisational capability enables strategy. As a framework, it can take many forms by drawing upon and aligning people, systems, structures, technologies and culture. Building organisational capability, fosters innovation, transformation and change. But, how does the business (and HR) identify, assess and advance organisational capabilities? Michael Ehret, Vice President, Human Resources, Supply Chain at Johnson & Johnson, discusses how to identify, assess and advance organisational capabilities.

The rapidly changing nature of work is creating new challenges and opportunities that organisations can only meet with flexible working arrangements. But, even if the benefits of flexibility such as increased engagement and productivity are widely recognised, leaders must adapt their management styles to leverage the opportunities for maximum competitive advantage. David Arkell, HR Leader - Australia, New Zealand and Papa New Guinea at GE discusses how allowing flexible working arrangements impact employee engagement and productivity.

A lot of emphasis, and money, is given to corporate branding. But, as the global competition for talent only grows more challenging, organisations are realising the importance of not only their product image, but their reputation as an employer. Lilly Liang, Vice President of Human Resources for Asia Pacific and Africa at Nike, discusses how to become an employer of choice.

As more companies trend towards a flatter structure, opportunities to advance up the hierarchy diminish. This adds a level of complexity to the traditional career development conversation. But is that necessarily a bad thing? Can an organisation offer equally satisfying career opportunities other than the next level up? Stephen Brown, Head of Talent & Leadership Development for Asia Pacific at Rolls-Royce, discusses how to retain talent through quality career discussions.

Every HR leader can attest to the fact that finding great talent is difficult. But keeping them engaged is an equal challenge. Most companies invest in elaborate onboarding programs to integrate new employees into the organisation’s culture. And they offer on-going training programs to help keep their skills updated and relevant. But what about leadership programs? Do they really produce the kind of future leaders that organisations need? Eivind Slaaen, Senior Vice President Human Resources / Head of People & Culture Development at Hilti Corporation, discusses the key elements of a successful management development program.

Diversity and inclusion has matured from a social obligation to a critical business success factor. Some organisations define it as nothing more than flexible work arrangements. But others have relocated senior roles to different locations to create a global perspective. But what is diversity and inclusion in today’s context? Peter Vermeulen, Vice President of Human Resources for The Americas at The Linde Group, discusses how to measure the effectiveness of diversity and inclusion.

Every HR Leader knows that the salary review and bonus season is a hectic time for an organisation. For the business leaders, it means deciding who gets bonuses and pay increases and who doesn't. More and more organisations are questioning whether historical performance ratings are the best way to drive and reward performance. But how do you realistically make this change in a global organisation? What becomes the link that binds pay to to performance? And what message are you sending your employees when you take away the rating system? Alec Bashinsky, Chief Human Resources Officer and Asia Pacific Regional Talent Leader at Deloitte discusses the implications of Deloitte's move away from performance ratings.

Talent pipelines, sustainability, and succession plans have always been hot topics, but their importance has grown as organisations find themselves evolving much faster than ever before. Given the constant market and technological changes, the challenge for many organisations is to build a succession plan that’s relevant. And agile. Stuart Robertson discusses the future of succession planning in constantly evolving organisations.

Every organisation wants to foster an environment of creativity and innovation, but many—especially the more traditional organisations—struggle to create a workplace that can truly accept and then develop original ideas. Mala Singh, Chief People Officer at Minted discusses what it’s like to work in a creative environment and how HR functions in a company built on a creative workforce.

Like many organisations, insurance companies are experiencing a shortage of talent across all levels. From middle management to senior leadership charged with setting the global agenda, there’s a labour shortage of individuals with the right talent who can successfully lead insurance companies into the future. Jasbir Pannu, Regional Head of Human Resources for Asia Pacific at Swiss Re, discusses an integrated approach to talent acquisition in the insurance industry.

Workforce planning is arguably the most strategic talent management tool available in today’s dynamic business environment. It relies on effective forecasting and analysis to positively impact an organisations’s ability to attract and retain talent. Although most organisations understand the critical importance of strategic workforce planning, they face a number of challenges around its implementation. Christian Hobson, Global Head of Talent at Standard Chartered, discusses how organisations can navigate around some of the obstacles to effective workforce planning.

Katherine Qu, Director, and Ben Davies, Managing Director with ChapmanCG, presented the hottest trends for HR in China during the latest ChapmanCG Global HR Webinar held on the 26th May. The session included a presentation and panel Q&A. For the interactive Q&A session Qu and Davies were joined by Gary Qin the Head of Talent Acquisition for SAP across Greater China and Flora Yim the China Head of HR for Deutsche Bank.

Most HR leaders have an idea about how they can increase their department’s value to the organisation. The key challenges are finding the time and prioritising which efforts are needed most. But HR leaders in emerging markets have a unique set of issues that require them not only to be business-minded, but agile and forward-thinking. Lu Hong, Vice President of Human Resources for Asia Pacific at Pfizer, discusses how to provide high-impact HR in emerging markets.