Chapmancg Global Hr Interviews

Thomson Reuters, Cindy Davies - Embracing Agile Working in HR (Tim Spriggs) by ChapmanCG

Charu Maini, Vice President HR Global & Legal at Pearson shares her experiences of digital transformation and how digital trends are shaping the future of HR.

Sourcing candidates directly in Japan can be a challenge for many global companies. Salesforce's Eugene Furuse speaks to ChapmanCG's Yan Sen Lu about the unique nature of the Japanese recruitment market.

The role of CHRO is gaining importance like never before. Today, the role has become much more of a game changer, with a direct reporting line to the CEO. With advanced leadership abilities and strategy implementation skills, CHROs are seen as enablers of business strategy. This begs the question, can CHROs become CEOs? Dr. Bernd Lehmann, CEO of Euler Hermes speaks with ChapmanCG’s Frieder Rummel about his move from CHRO to CEO.

Culture is important in any organisation, large or small. People want to work in environments where they feel engaged and inspired. Organisations therefore, need to develop a unique culture, which differentiates them from the competition. Of course, the fit goes both ways, and to be successful employees need to find the right fit for them. Paulo Pisano, Group HR Director – CHRO at Galp Energia discusses organisational culture and engagement in the workplace.

Identifying and cultivating talent with leadership potential is fundamental for the successful future positioning of any organisation.  ‘Early careers’ recruitment is awash with traditional graduate and intern programmes requiring recruiters to spend many hours trawling through vast numbers of resumes, psychometric testing and interviews in the quest for the best candidates. These programmes are expensive and time consuming. Competition for talent is fierce. And many senior executives remain frustrated with the results. Is there is a better way?     Leesa Rawlings, APAC Head of Talent Engagement at Diageo, discusses the innovative early careers recruitment process embedded at Diageo and its impact.

Technology has changed everything, from the way we order our food to the way businesses interact with customers. It has impacted the way orders are processed to the way employees interact with one another. And since the dawn of the Information Age, one company has always been there. Microsoft. Katsuyoshi Sugita, Head of Human Resources for Microsoft Japan, discusses utilising tech in HR.

Over the years, a heightened focus on building diverse teams and inclusive cultures has motivated senior executives to push the dialogue forward in their organisations. While some workplaces continue to stagnate with compliance-based efforts, champions of the diversity and inclusion movement are busy building inclusive cultures where employees of different backgrounds can play to their strengths. Renata Janini Dohmen, Senior Vice President – Human Resources for Asia-Pacific and Japan at SAP, discusses how the organisation is navigating the journey from diversity to inclusion.

Many organisations see emerging markets as untapped economic potential. But often, red-tape and strict anti-foreign practices make it a tough market to penetrate. And when multinationals manage to get a foothold, finding the right talent, and keeping that talent, represents the next set of challenges. Therefore, ensuring that the right programmes are in place is critical. Joe Chalouhi, Senior HR Director Global Growth Organisation and Oil & Gas Middle East, North Africa, Turkey & Pakistan for GE, discusses practical employee wellness programmes in emerging markets.

To navigate the future of HR, diversity is key. Not just in terms of language, gender or nationality, but in the way organisations and its talent behaves. One size hasn’t fit all for some time now, but if leaders haven’t gotten that message yet, then the future will only reinforce it for them. So, what does the future of work look like in Japan? What are some of the changes that have shifted the landscape of HR leadership and what’s on the future horizon? Shunichi Yamaguchi, Director, Human Resources Partner at IBM Japan, discusses the future of HR in Japan.

Undoubtedly, talent management has been on the list of senior executive’s worry list for some time now. Finding a way to accurately measure performance and give meaningful feedback that has a positive impact on productivity has been one of HR leader’s top priorities. The traditional performance rating system—with its annual goal setting and review period—is, simply put, no longer effective. Sibel Bostancı Celebi, Regional Learning & Development Leader for the Middle East-North Africa-Turkey at GE Corporate Leadership, discusses how the organisation is faring after they stopped performance ratings.

At the heart of innovation is diversity. A diverse employee populace is a creative one with a wealth of unique ideas that ultimately lead to better and more improved products and services. This also creates a more interesting and fulfilling work environment where employees feel engaged and valued. But organisations are in the midst of major transformations. Digital has disrupted everything, and the new norm is change. With business attention focused on things like AI, how can something like diversity remain a priority? Lim Zhi Rong, Global HR Director at Unilever, discusses how to make diversity and inclusion a priority.

Most of us strive for a well-balanced work and personal life. But with the lines between the two continuing to blur, organisations have placed a huge emphasis on wellness programs. The aim of these programs is to help employees create a healthier self, because healthier people are usually happier, and are definitely more productive. But the uptake of such programs in markets like Japan has been surprisingly low. Stephane Voyer, Senior Vice-President Human Resources at LVMH Japan, discusses employee wellness practices that work in Japan.

With HR technology investments growing, especially with cloud computing, artificial intelligence, mobile technologies, payroll and rewards, what will be the overall impact on the human resources function? ChapmanCG’s Stella Strazdas and Oscar Fuchs discuss how today’s technology-driven culture is re-shaping human resources.

Organisations today operate in a global environment, but when it comes to talent, local labour markets have different dynamics. In order to balance strong global HR strategies, companies need to build flexibility into HR so it can be tailored for local markets. ChapmanCG’s Stella Strazdas and Oscar Fuchs discuss the importance of effective collaboration between corporate HR and local HR experts.

Adopting a global mindset involves cultivating curiosity, exploration, listening, asking questions, seeking feedback and reflection. As global roles become more complex and unpredictable, leaders who proactively develop a global mindset are more likely to face ambiguity with the optimism and openness that is needed to drive organisations forward on an international stage. ChapmanCG’s Stella Strazdas and Oscar Fuchs discuss why mindset matters in global careers.

Good HR leaders exemplify the respected values of business acumen and have a strong ability to connect. Yet, it’s rare to cross paths with great HR leaders whose perspectives suggest a more nuanced combination of curiosity, collaboration and the ability to stretch thinking by looking beyond silos. The HR leadership role has the potential to be the most impactful of all leadership positions—one that balances design, strategy and culture. ChapmanCG’s Oscar Fuchs and Stella Strazdas offer some valuable perspectives on leading, mentoring and developing HR leaders of the future.

The rise of artificial intelligence, cognitive computing and machine learning has brought on the Fourth Industrial Revolution. These and other emerging trends are altering industries, businesses, professions and jobs at an unprecedented scale. Silvia Hernandez, Partner People Advisory Services at EY, discusses some of the implications of the revolution and how organisations can effectively ride the wave of innovation and disruption.

How can organisations leverage the social media ecosystem in China to boost employer branding? Anne-Marie McCaughan, APAC Head of Employer Branding and Recruitment at Henkel and Beecher Ashley-Brown, Co-Founder and Senior Vice President at AJINGA.com discuss the growing influence of WeChat in China.

Social networking and the increasing use of technology to solve business issues has necessitated that HR redefine itself—yet again. Global, organisation-wide transformation and digitisation projects has led HR to the role of internal talent consultant—a team that helps business leaders create strategic plans around how they attract, develop, and—dare I say it—“share” their talent to achieve organisational objectives. Addie van Rooij, Vice President HR Global People Operations at Hewlett Packard Enterprise, discusses the future of HR, which seems to be about everything else but HR.