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SRP18_022394_SRP_HRE_10_25x13_5.indd 1 9/20/18 2:17 PM Human Resource ® December 2018 Executıve COVER STORY Talent Acquisition HR team sprang into action—and degrees of success. Learn the three Why Recruiting Matters 20 put in place policies to extend key ways companies identified Rewriting Retirement and enhance contractor benefits. as the “Most Admired for HR” BY RUSTY RUEFF With more companies relying on have effectively embedded agility BY JULIE COOK RAMIREZ Longtime talent-acquisition leader non-permanent workers, experts into their culture—and see which Working during what has traditionally been considered “retirement Rusty Rueff offers five key reasons say this is an area that deserves organizations are leading the pack years” is becoming more common, as longer lifespans have why recruiting has never been HR’s attention. in this annual ranking, compiled by increased the amount of savings needed to live out one’s golden more important, a topic he’ll HRE and Korn Ferry. years. Combined with the negative impact of the 2008 recession delve into at Recruiting Trends on retirement accounts, many seniors have little choice but to Most Admired for & Talent Tech LIVE! in Las Vegas HR HR Leadership continue—or return to—work, prompting employers to reconsider in February. Also in this section, timestamped career models. Page 12 conference program chair Elaine Building Organizational Forward Momentum 34 Orler previews some of the new Agility 26 BY JEN COLLETTA additions to the event lineup. HR Technology BY NATHAN BLAIN, MARK From automation to Technology of Tomorrow 17 ROYAL AND MELVYN J. STARK unprecedented collaboration, the recently inducted 2018 National BY HRE EDITORIAL STAFF Benefits To meet the demands of today’s Academy of Human Resources rapidly changing world, many Among the many themes that emerged from September’s HR Surveying the Benefits Fellows explore changing companies are striving for Technology Conference was a consensus that HR professionals need Landscape 22 conceptions of work—including to keep pace with tech advancements to help their organizations organizational agility, with varying BY DANIELLE WESTERMANN how they will impact the future of stay ahead of the curve, a topic explored by entrepreneur Randi KING HR. Zuckerberg and others. Also in this special section, Emerging Intelligence columnist John Sumser considers what HR leaders need When a SurveyMonkey employee to know about working side by side with AI, and Jason Averbook expressed concern about launches his new column with a look at how HR execs can develop a the benefits offerings for the tech-ready mindset. company’s contract workers, the 17 22

26 34

Cover illustration by Sue Casper Departments Columns

Editorial 4 HR Leadership A ‘C’ Change in the C-Suite 6 20 HR News 8 Talent Management People 38 Risky Business of No Poaching 6 Facts & Figures 39

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December 2018 3

H12-18p03_TOC.indd 3 11/29/2018 1:31:43 PM Edıtorıal

Franchise-heavy employers, following the NLRB’s rewriting of its joint- employer standard in September, a move that would ease the rule’s impact on companies with franchises and subcontractors. (The NLRB extended the comment period until Dec. 30.) Reflecting on 2018 Individual arbitration agreements, following the U.S. Supreme Court’s Wages, which continued to only (Starbucks did successfully limit Epic Systems Corp. v. Lewis ruling. In its show modest increases despite a the damage through its prompt and 5-4 decision, the court found that such robust economy. thorough response that included a agreements and class- and collective- Public-sector unions, following the comprehensive training initiative.) action waivers are enforceable. U.S. Supreme Court’s June ruling that In-N-Out Burger, when the U.S. Outside-the-box C-suite titles like e’re just a few weeks away states could not force public-sector Court of Appeals for the Fifth Circuit chief culture officer, chief experience from welcoming 2019— employees who choose not to join a upheld the National Labor Relations officer and chief analytics officer, and, if you’re a regular union to pay an “agency” or “fair-share” Board’s decision to hold the restaurant which began to emerge in great reader of this column, you fee. chain in violation of labor law for numbers across many industries this know what that means: It’s Target, which, after coming under banning its employees from wearing a year. (Check out Eva Sage-Gavin’s HR time to revisit the winners fire for what critics alleged were small “Fight for $15” pin in support of a Leadership column on page 6.) and losers of 2018. racially biased hiring practices, agreed higher minimum wage. Fintech apps for workers, which As in years past, I’ve to pay out nearly $4 million and have been on something of a tear in Wlimited my selections to 10 in each re-examine how it utilizes criminal- Winners … response to the nation’s student-debt category, representing a mixture of background screening. Long Island City (New York) and problem and the number of people people, places and things that found Knorr-Bremse AG and Westinghouse Crystal City (Arlington, Va.), which living paycheck to paycheck. themselves in either the plus or minus Air Brake Technologies Corp., two emerged in November as joint winners NAFTA (the North American column during the year—though in the companies that reached a settlement of a competition to become Amazon’s Free Trade Agreement), which, in case of some of the organizations in the with the Department of Justice in April new, second headquarters. Together, effect, survived the prospect of total latter, they may ultimately emerge from after they were accused of engaging in the two locations will employ more extinction. After a lot of back and forth, the year just fine. no-poaching agreements. than 50,000 employees. the agreement was tweaked and given So, without further ado, here are my Harvey Weinstein, the former AI, which once again deserves a new name (the United States-Mexico- selections, starting with the losers: CEO of the Weinstein Cos., who was a place on this year’s list, given its Canada Agreement) in August. (As of arrested in New York in May and overwhelming presence in so many this writing, the agreement still had Losers … charged with rape and sexual abuse. new product announcements at the to be signed and ratified by all three United Airlines, for its ill-conceived (The allegations first came to light in 2018 HR Technology Conference. parties.) and short-lived plan to replace its October 2017, following the publication #MeToo movement, which Healthcare mega-mergers, following quarterly operational-bonus and perfect- of Ronan Farrow’s New Yorker article.) continued to keep uncivil behaviors the green light by the Department of attendance program with a lottery Department-store workers, who are in the workplace and elsewhere in Justice for a Cigna-Express Scripts program whereby a select number of losing jobs in the thousands as a result the headlines. (The EEOC reported merger in September and an Aetna- employees would receive cash awards of downsizing at Sears, Macy’s, J.C. in October that there so far had been CVS Health union in October. and other prizes. (United, by the way, Penney and others. a more-than 50 percent increase in also earned a place on our 2017 list for its Starbucks, which suffered a public- sexual-harassment-related suits this decision to forcibly remove a passenger relations fiasco after a manager at a year, compared to 2017.) who refused to give up his seat.) Philadelphia store called the police Worker-friendly legislation, which Google, following the November and had two African-American men will likely become a bigger part of walkout by thousands of employees in arrested and handcuffed in April. the legislative agenda following the protest of the tech giant’s handling of The two men, who were waiting to Democrats’ mid-term recapturing David Shadovitz sexual harassment. meet someone, requested to use the of the House of Representatives in Editor restroom without purchasing anything November, even if the promise of and had refused to leave the store. passage is far from certain. e-mail: [email protected]

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H12-18p05_FIDELITY.indd36454-24-AD-HRExec-Boxes_FP.indd 5 1 11/14/201811/13/18 8:39:07 4:35 AM PM HR Leadershıp By Eva Sage-Gavin/HR Leadership Columnist

as HR leaders, to understand makes a change in titles, all of the engine—our people— us are responsible for keeping A ‘C’ Change in the C-Suite that will be needed for any our organizations moving transformation? Sometimes, this forward in new directions—to I recently received an email performance engineer, who is role is formalized and separated serve as the driving force electronically signed by a focused on enabling humans to from the CHRO role, and other behind growth, enabled by the business colleague. Her name work effectively with machines. times it’s a component of the powerful intersection of talent, was familiar, but her title was Then there are the data and CHRO role. For those of us in technology and transformation. not: chief collaboration officer, analytics roles, as technology organizations with separate a designation unique to her and data will arguably be the chief transformation officers, Eva Sage-Gavin is a former organization. I’ve also seen fastest-growing areas in HR there’s an opportunity to closely CHRO with more than three other new, disruptive titles: over the next five years. collaborate to ensure a holistic decades of experience in Fortune chief experience officer, chief As HR leaders shift away view that encompasses the 500 corporations. She currently culture officer, chief ethics from traditional administrative human side of transformation. serves as the senior managing officer and chief analytics tasks to strategic enabling New titles can signal an director for Accenture’s global officer. Some of these replace of the enterprise, the role of important strategic shift within talent and organization the traditional CHRO title, while chief transformation officer is an organization. They can also consulting practice and as others are new additions to emerging, with responsibility provide much-needed focus on a technology board director. the C-suite that require close for helping organizations adapt urgent priorities. Regardless Send questions or comments to partnership with HR chiefs. to compete. Who better than us, of whether your organization [email protected]. Still others are entirely new executive titles and may exist within HR or as part of other functions in the C-suite. I believe these new titles Talent Management reflect changing priorities at the highest organizational levels By Peter Cappelli/Talent Management Columnist in response to an increasingly complex world and a new emphasis on talent and culture as engines of transformation. These new roles are at the Risky Business of No Poaching intersection of talent, technology and transformation and As the labor market surprisingly, they aren’t written down. The represent essential capabilities tightens and hiring parties either know what they are doing that help organizations thrive in becomes more difficult, is wrong or realize it looks bad to tell your the new economy. employers are no doubt employees how much you care about them Let’s start with talent. searching for ways to while doing things to hold down their pay. When the traditional title of make the process easier. The problem is that What interests me about these illegal chief human resource officer some of them are against the law. agreements is that they seem to be so much changes to chief people officer Noncompete agreements are extremely more common than price-fixing agreements. or chief talent officer, what’s popular now, with some evidence suggesting 18 Maybe that is because it is easier to observe the difference? For me, it percent of the U.S. workforce is bound by them. price fixing? Or maybe it’s because it is easier reflects a shift from thinking Once an employee signs one, he or she cannot to restrict hiring? There are lots of employers about employees simply as quit and work for the employers identified in the from which candidates could be hired away, so resources to treating them as agreement. Such agreements are legal, although just not hiring from one of two key competitors unique individuals, a welcome not always enforceable, depending on how they may draw less attention than price fixing. trend away from tactical HR are drawn up. Simply put: The broader they are, But I think something else is going on: to innovative human-capital the harder they are to enforce. Perhaps many executives simply don’t think strategies focused on unlocking Recent news stories have pointed to another it’s wrong to not hire from each other: Why people’s potential. approach: no-poaching agreements among can’t we choose from whom to hire? They Titles like chief leadership franchisees, in which they agree as a condition certainly can do that, but once they bring officer and chief learning of operating a franchise that they will not hire another employer into that conversation and officer have been in place for from another franchise in the same chain. reach an agreement, they’re breaking the a while, but we’re seeing new Estimates suggest that a majority of fast-food law. Particularly in the not-for-profit world, it roles like chief experience franchises have such agreements, which is common to think that every dollar saved officer and chief collaboration surprised many; is the skill of a counter worker is going to some really important cause, and officer emerge. Chief culture really so important that a business is at risk spending more on people just takes money officer is particularly important. if that person is hired away? The argument away from the mission. A new variant of this is chief in favor of these agreements is that franchise The concern about why wages for happiness officer, with a focus units are all part of the same organization. employees haven’t gone up despite the tight on employee engagement, Then there is another kind of agreement, labor market can’t be explained by no-hire designed to win in the in which employers agree not to hire each agreements alone. It is part of the story, competitive talent marketplace. other’s employees, or not to raise wages though. What makes it a noteworthy part of Roles are also emerging that of their employees. These practices often that story is the evidence that many people reflect the impact of technology. violate antitrust laws, except under unusual in leadership positions are so interested in In one organization, an HR conditions. Earlier this year, the Department holding down pay that they are willing to break digital and innovation leader of Justice shocked many employers by noting the law to do it. is tasked with transforming how many investigations it had underway how the company works with involving these agreements and that the Peter Cappelli is the George W. Taylor technology to improve agility department may treat more blatant examples Professor of Management and director of the and collaboration. Another as criminal activities that could lead to jail time. Center for Human Resources at The Wharton global digital-transformation That certainly got employers’ attention. School of the University of Pennsylvania in role reports jointly to a It is hard to know how many of these Philadelphia. Send questions or comments to chief digital officer and the agreements are in place because, not [email protected]. CHRO. A third role is human

6 Human Resource Executive®

H12-18p06_HRlead_TM_Columns.indd 6 11/14/2018 8:58:09 AM Insıde HR Tech By Steve Boese/Inside HR Tech Columnist think about—and I hope you will, too, when assessing HR technology—is, “How does 3 HR-Tech Topics I Think Most About this solution lead to better HR decision-making?” A representative of a major HR- to understand what is most These capabilities show up Good HR-tech solutions technology provider recently important to your workers. in embedded analytics as part either help an organization win asked me an interesting of a functional process, such the war for talent, create an question I don’t recall fielding Technology-Enabled Decisions as an employee promotion; environment in which people before: “When you are thinking The “people-analytics” highly detailed market can do great work or enable about HR technology, what do segment of HR technology context and comparisons for HR leaders to make the best you think about the most?” has developed so significantly candidate offer letters; or even “people” decisions they can. I tried to stammer out a that almost all mature more sophisticated modeling In my estimation, the better reasonably coherent answer, solutions offer detailed engines that allow for complex solutions serve two of these and I’ve been thinking about it reporting, analysis and even workforce-planning scenarios. purposes, while the very ever since. I decided it would recommendation capabilities. HR leaders should think best—which are hard to find— be a good topic to explore Vendors understand that simple about how the platforms they’re manage to serve all three. here, as the issues on my mind process support and even considering will help answer may help you think about your automation are not enough for questions like, “Who is the best Steve Boese is a co-chair current and future tech. With their tools to be considered candidate?” “Who is the most of HRE’s HR Technology that said, here are the topics I truly impactful because such likely to succeed in a stretch Conference & Exposition®. most often come back to when I offerings also have to help role?” and “How can we best He can be emailed at sboese@ think about HR tech: business and HR leaders make utilize rewards to incentivize lrp.com. Send questions or better decisions. better performance?” What I comments to [email protected]. The War for Talent The most impactful HR technologies must help employers address current By Carol Harnett/Benefits Columnist labor-market conditions—with Benefıts unemployment nearing low, “full-employment” levels, and the number of posted, open jobs and rate of voluntary Mental Health,Outside the Box separations at all-time highs. Solutions may include a Depression, substance SuperBetter now has a workplace version recruitment-marketing tool that abuse and suicide called SuperBetter At Work. The product uses showcases an employer brand are recurring themes game science and language to help employees and nurtures candidates and covered by the media; with everyday problems, with a company- prospects, an assessment tool yet, while awareness is specific social aspect that allows co-workers that identifies “top” prospects increasing, we seem to be making little progress to take advantage of clever features such as faster and more efficiently than in actually taking on the problems. And now we establishing ally squads and ally goals. traditional resume reviews, know there is even greater reason to become In another approach to mental health, AiR or an analytical tool that helps serious about our collective mental health. Healthcare Solutions, a disease-management employers understand the According to recent research published company, uses a risk-stratification algorithm “micro” market for talent in a in the Journal of Abnormal Psychology (a (developed with Microsoft) to help employers region and role to support more publication whose very name suggests an and employees cope with behavioral-health competitive employment offers. outdated understanding of the prevalence of challenges. It works with employees with mental illness), only 17 percent of participants identified behavioral-health issues and also HR Tech as an Enabler of in a long-term study did not develop a mental- uses 34 proprietary algorithms to assist Happiness health disorder—even briefly—between birth diagnosed workers who aren’t in treatment In addition to attracting and middle age. The study indicates you are or are receiving inadequate treatment. It candidates, organizations more likely to experience a bout of mental also identifies at-risk employees who report must also develop the kind illness than you are to acquire diabetes, heart physical symptoms often associated with of workplace in which great disease or any kind of cancer. mental illness. talent wants to grow their So, what can we do to help ourselves and The company contacts employees in the careers. This can be described our employees? The answer for some may lie last two categories to discuss issues that may as employee satisfaction, in playing a game. be impacting them but are not directly related engagement or experience, Jane McGonigal is the director of game to mental health. For example, an employee but it often comes down to research and development at the Institute for was regularly driving a significant distance so a simpler idea: employee the Future, where she focuses on how games her child could receive treatment for a health happiness. can boost resilience and wellbeing. condition. The AiRCare case manager provided There are a slew of In 2010, McGonigal suffered an intractable the employee information about an in-network HR-technology solutions concussion that required her to stay in bed for expert closer to home. Such actions build trust that address this issue but, three months. To cope with suicidal ideation, with employees, who may open up about how since happiness is hard she developed “Jane, The Concussion Slayer,” their situations are affecting their wellness. to measure, they can be a game that she said helped lift her “fog of No matter how we address mental health, complex and difficult to depression and anxiety.” She ultimately turned we as HR leaders must do something. Our classify. Solutions can focus the program into “SuperBetter,” a resilience- employees and our companies’ success depend on health and wellness, peer building game that more than 1 million people upon it. recognition, rewards, career have spent six to six-and-a-half minutes a day development, benefits such playing. Studies have shown that SuperBetter Carol Harnett is a widely respected as caregiving or ride-sharing, increased four protective factors known consultant, speaker and writer in the field of and collaboration. to enhance resilience (optimism, social employee benefits. Follow her on Twitter via @ The best HR technologies support, self-efficacy and life satisfaction) and carolharnett and on her video blog, The Work. usually find a way to help reduced three obstacles to resilience (anxiety, Love.Play.Daily. Send questions or comments to employees be happier, and hopelessness and depression). [email protected]. it’s your job as an HR leader

December 2018 7

H12-18p07_HR_Tech_Benefits_Columns.indd 7 11/14/2018 8:59:37 AM The Latest News & Trends in Human Resources HR Top Story News Verifying HR Software’s Capabilities

he HR Policy Association has launched a new initiative it hopes will clear up confusion among HR Tleaders about exactly what all the new recruiting ecosystem effectively, software and tools can and can’t do. Planning for Gig that’s more The intent of the Recruiting Software Initiative was to filter unleashed strategically,” out the “noise” in a marketplace that’s been overwhelmed with Workers and begin she says. new applications, says Mike McGuiness, HRPA’s director of talent to set up systems, Don’t ignore the initiatives. processes, programs onboarding process, she The effort involves a review board comprised of talent- espite employers and a management style in a adds. Provide gig workers acquisition leaders from 20 HRPA member companies. The last year relying on way that accommodates them,” with a company email address board, formed at the beginning of this year, reached out to more D6 million contingent says Steven Hatfield, global so they feel part of the than 100 software vendors and asked them to complete a detailed workers, according to the leader for future of workforce organization, connect them to questionnaire, which was assembled by a committee chaired by Bureau of Labor Statistics, initiatives at Deloitte. online tools and information, Target CHRO Stephanie Lundquist. a new report found that Give freelancers something include them in team calls Thirty-two of the vendors participated and, of that number, 15 most employers don’t meaningful to do, offer an and staff meetings, schedule were ultimately awarded one or more “badges of excellence” by the adhere to strategies to agile environment, make it check-in conversations and RSI for innovative approaches to identifying, attracting, evaluating manage such workers. easy for them to “plug in” to even give them quarterly and retaining talent. Each vendor’s products were evaluated based According to the Deloitte get their work done, establish reviews, MacDonald says. on their ability to adapt, mitigate survey, 42 percent of clear goals and objectives, and Once you understand these unconscious bias, comply with respondents expect to use design a rewards strategy that workers’ motivations, she employment regulations and justify more “contract, freelance and recognizes their achievements, adds, you can also support outcomes, as well as their ease of gig workers over the next Hatfield says. them in accomplishing their integration, says McGuiness. few years,” while alternative- A gig-worker strategy goals, which often leads to The badges do not represent work arrangements rose by should be aligned with the better job performance. an endorsement by HRPA of each 36 percent since 2013—yet, company’s business strategy, “A gig economy has taken vendor, he says. Instead, they’re only 16 percent of survey and managers need training on a lot of employers by surprise intended to validate that the vendor’s respondents have established creating an inclusive culture at how many gig workers product appears to actually do what it says it will. management policies or for contingent workers, adds they have,” says MacDonald. The RSI has created a database available to HRPA members practices for such workers. Jeanne MacDonald, president “Know why this happened and with information about each vendor that participated, including “Organizations need to of RPO at Korn Ferry. manage it. Don’t let it manage feedback from members of the committee. It made public the list begin thinking about their “It could really help them you.” of vendors that received badges of excellence: Ascendify, Avature, workforce as much more of an manage that labor more —Carol Patton HiredScore, Hiring Solved, IBM Watson, Ideal, Infor, Lever, Koru Careers, Montage Talent, Pymetrics, Recruitifi, Talview, Textio and Workday. sent investigators to inspect full-scale investigation. The Some of the most important takeaways by the RSI’s review Court Delivers the facility; however, they appellate court rejected that committee included that some vendors are stretching the requested to inspect not argument, finding that the definition of AI just a bit, says McGuiness. Employer Win on only the electrical hazards violation itself must be shown Generally, to be considered “AI capable,” a machine or software related to the accident but the to establish adequate cause in tool must have the ability to process large amounts of data and OSHA Inspections entire facility (a “wall-to-wall” a warrant application. learn from or recognize patterns in those data. However, the inspection). Mar-Jac permitted In an online post, Metzger definition of AI has grown fuzzier in recent years as the number of them to and Squillante write that the vendors touting AI-based products has grown exponentially. n a significant inspect the court’s decision is a limit to “A lot of what we saw being advertised as ‘AI’ was really decision for accident OSHA’s investigatory power intelligent automation,” he says. “It’s the same sort of matching Iemployers, site and within the 11th Circuit and and algorithms you see being used in apps like Spotify and Waze.” the 11th Circuit tools potentially nationwide, as it While some vendors “may slightly over-exaggerate the Court of Appeals involved means OSHA must establish capability of intelligent automation,” McGuiness notes, many of ruled that the but not probable cause to expand an the new offerings demonstrate enticing possibilities for shortening Occupational additional accident-based inspection. time to fill and boosting quality of hire. Safety and Health areas. It also means OSHA cannot However, HR leaders must also be mindful of the tools’ capacity Administration may not A magistrate judge initially expand the inspection based for bias, he adds. conduct a facility-wide or granted an inspection warrant solely upon a national or “Using these algorithms for hiring is still a new area and you “wall-to-wall” inspection in its entirety but later found regional emphasis program, need to be careful,” he says. “You need to ask a vendor, ‘Why is the based on a reported OSHA hadn’t demonstrated nor simply by referring to tool submitting this group of candidates and not that group?’ Do accident and the employer’s probable cause to expand the alleged hazards identified in not take ‘Trust the algorithm’ as an acceptable answer.” OSHA 300 logs alone. inspection’s scope, a decision OSHA 300 logs. McGuiness suggests HR leaders partner with legal experts The case started when an a district court upheld. OSHA “If OSHA seeks to expand to monitor outcomes, have a plan in place should a legal situation employee at Mar-Jac Poultry appealed the decision to the an accident-based inspection,” arise and, above all, avoid ceding too much control over hiring Inc. in Georgia was injured on 11th Circuit, arguing it was the Littler authors write, “an decisions to machines. the job in 2016, according to being held to a higher standard employer should carefully “At the end of the day,” he says, “successful platforms are a Littler’s Thomas Metzger and of proof than was appropriate, consider its options to combination of both human and machine.” Sarah K. Squillante. and that the existence of a appropriately limit the scope of —Andrew R. McIlvaine Mar-Jac reported the “hazard” is an indication of the inspection.” incident to OSHA, which a “violation” that justifies a —Michael J. O’Brien

8 Human Resource Executive®

H12-18p08-10_News.indd 8 11/19/2018 12:11:25 PM category. PwC’s Tech@Work These roles are typically IN BRIEF HR’s Role in and the Employee Experience a redefinition of existing survey finds that, although 92 positions previously focused the Employee percent of C-suite executives on internal communication, The Case for C-Suite Involvement in Onboarding say they’re satisfied with recruitment marketing, New research shows that when top executives are involved in Experience tech choices at work, only 68 employee engagement and onboarding practices, the company is twice as likely to have percent of staff agrees. More culture, says Caldwell. They onboarding aligned with business goals and talent strategies, and than half (56 percent) of combine employee research linked with development and learning. he phrase “employee employees say their company and insights with programs Brandon Hall Group’s 2018 Impact of Strategic Onboarding experience” is gaining is too slow to update the designed to better attract and Survey found that less than one-third of organizations (31 Tincreasing prominence technology engage the percent) report their C-suite extensively supports onboarding in the HR function. they need workforce, he through collaboration, participation, promotion and investment. At Fresenius, the company’s to do their says. Those with C-suite involvement see substantial improvements in new chief experience officer, job, while At some retention, referrals and time-to-proficiency, and 80 percent report Angela McClure, will lead the the same companies, improvements in new-hire engagement. “development of an experience number says HR partners According to the report, businesses with the most successful strategy across all audiences, technology is with the CXO onboarding programs link it with learning and development; including employees, patients taking them to ensure the have a dedicated onboarding-technology solution integrated and their families, partners away from employee with an applicant-tracking system and other technology; utilize and physicians,” according to human interaction at work. experience closely matches assessments and identify high-potentials during onboarding; have a statement from the company. Companies neglect the customer one, says Rios. fully implemented engagement and assimilated practices; and She previously served as employee experience at their Regardless of the actual provide new hires with mentors. senior vice president of HR own peril. title, says Caldwell, eventually —Michael J. O’Brien for the company’s Kidney “A positive employee more HR departments will Care division. Jim Monroe, experience gets you out of bed have someone serving in Snag’s CXO, previously led on a rainy Tuesday morning; a an empowered role over Recruiting in a Tight Labor Market the company’s people and negative one might make you areas such as engagement, Given that most people who need a job already have one, what customer operations, and consider calling in sick—or communication and corporate are recruiters doing these days to find and connect with the talent now will focus on improving looking for another job,” says culture. “They’ll be providing their organizations need? Jobvite’s 2018 Recruiter Nation survey, the customer experience, Chris Rios, managing partner much more of a design- which queried 850 hiring professionals, sheds some light. which includes employers at executive-recruiting firm thinking approach to how HR To build a strong employer brand, companies are pouring and job seekers. At Qualtrics, Blue Rock Search. is delivering services and how resources into social media (47 percent), followed by the new CXO Julie Larsen- Although the CXO role it’s structured,” he says. company career site (21 percent) and advertising (12 percent). Green will lead the design of isn’t yet common in HR, it Paul Rubenstein, chief LinkedIn was the most-used channel for recruitment efforts (77 “customer, employee, product represents a “logical extension people officer at data- percent), followed by Facebook at 63 percent. and brand experiences,” the of where companies are analytics firm Visier, advises Texting is a growing aspect of recruiting, with 43 percent of company says. going,” adds Max Caldwell, HR companies to carefully respondents having reached out to candidates or applicants via Employee experience transformation principal at the examine their HR processes text; of that number, 88 percent reported positive feedback from commonly refers to the Hackett Group. with an eye for employee the job seeker, and only 4 percent got negative feedback. workplace environment Caldwell says he’s had experience. Also of note, recruiters are getting less choosy about companies provide, centered four recent conversations “We need to think through candidates’ behavior and personalities: The need for candidates on culture, physical with CHROs on this topic. our processes and ask what to demonstrate enthusiasm and good conversational skills workspace and technology. Companies such as Airbnb kind of brand or tone they decreased by 20 percent compared to 2017. Recruiters were also A new survey suggests and J. Walter Thompson suggest—are they fear-based less likely to subtract points for rude behavior. that companies are struggling have created CXO positions or are they presented as a —Andrew R. McIlvaine a bit in the “technology” within HR, he adds. real benefit to the employee?” he says. For example, a leave Workplace Inequity on Employees’ Minds policy created through the A new report finds that workers are increasingly concerned about Are Your Workers Sleeping on the Job? lens of design thinking would pay inequity. Accountemps surveyed 2,800 American adults about how their make it easy for employees “The forces shaping our societal landscape—calls for fairness, sleep habits impact their work. The staffing firm found that to plan for and request time equity, transparency and trust—are driving an awakening in respondents said they were tired at work: off, says Rubenstein. He the workplace,” says Derek Irvine, senior vice president at very often 31% cites a company that even Globoforce, which conducted the survey of 3,600 people in the somewhat often 43% requires employees to take U.S., U.K., Canada and Ireland. The survey findings suggest not very often 24% two consecutive weeks off employees are eager to make an impact but are less likely to never 2% during the summer with the stick around if inequity and “bureaucratic processes” get in the explanation that people need way, he adds. “It is simply unacceptable to treat men and women The report also ranked that amount of time to fully differently at work.” the top 15 “sleepiest” disconnect from work. However, according to the report, that is indeed happening at cities based on HR leaders should not many organizations. The survey found that men are more likely survey responses, rely on a commitment to than women to agree they are paid fairly (70 percent versus 60 with Nashville, Tenn., longstanding practices as an percent, respectively), and that nearly twice as many American claiming the No. 1 excuse for a subpar employee men as women reported getting a bonus greater than $5,000. The spot, followed by a experience, says Rubenstein. survey also found 60 percent of women said they felt safe at work, three-way tie among “Some people simply compared to 70 percent of men. Denver, Indianapolis confuse tradition with —Andrew R. McIlvaine and Austin, Texas. inertia,” he says. —Andrew R. McIlvaine

December 2018 9

H12-18p08-10_News.indd 9 11/29/2018 1:44:28 PM NewsHR

heading,” says compensation review, calibration Rochelle advises organizations Fixing the Goldt. “From discussions and succession planning that are exploring how to shift to a there, you can are often tied to an annual review. continuous-performance-management Broken Annual- easily align “But having rich, up-to-date program to think big but act small— the two to help insights about employee performance, slowly but surely break down Review Process facilitate the development goals and feedback increments of feedback into smaller appropriate only enhances these downstream and smaller pieces. Research has routinely steps to move activities,” he adds. “I’m not a fan of saying, ‘Just found continuous- an employee, When revamping performance get rid of annual reviews.’ It’s an performance and the management, Rochelle says, companies oversimplification of the issue,” management—as opposed company, should consider tying development and says Rochelle. “What really needs to once-a-year, biannual forward.” continuous-performance-management to happen before anything else is to or quarterly check-ins—is an effective For any such program to be truly processes to team performance. ensure managers are good coaches way to assess performance and ensure effective, however, managers need to “Currently, organizations reward and mentors by preparing them to be employees are engaged; however, this learn their place in the hierarchy of individuals for doing well, even if the coaches and mentors.” approach isn’t without challenges. performance management. overall team isn’t,” he says. —Danielle Westermann King “We all know that the annual review Sari Wilde, vice president of the does not work to improve performance, HR practice at Gartner, says company nor does it deliver needed business research finds that the most effective outcomes of the development and leaders are “connector managers,” retention of top talent,” says Doug who provide targeted feedback and Dennerline, CEO of BetterWorks. coaching but also connect employees Continuous-performance management to other individuals and opportunities isn’t just repackaging the dreaded for development. annual review by conducting it more Gartner has found that connector often; rather, the strategy relies on an managers can impact employee ongoing cycle of lightweight, timely engagement by up to 40 percent, Wilde conversations between managers says. and employees on goal setting and Michael Rochelle, chief strategy alignment to business priorities. Also officer and principal HCM analyst key, Dennerline says, are feedback at Brandon Hall, adds that it’s also and coaching from managers and imperative for managers to understand peers, career-development paths and what employees are taught for recognition of employee impact on the continuous-performance management business. to be successful. At Workday, a performance- “When managers understand what management shift has been underway their employees are learning,” says for a few years. Cristina Goldt, Rochelle, “they are in a better position vice president of HCM products at to coach an employee or suggest New Fellows Inducted Into NAHR Workday, says the company calls other learning. And turning managers the reformed process “performance into great coaches and mentors is The National Academy of Human Resources inducted four new Fellows enablement,” a forward-thinking a lynchpin for a great continuous- and recognized the University of South Carolina’s Riegel & Emory Human approach designed to put control performance-management program.” Resources Research Center (part of the Darla Moore School of Business) in the hands of employees, who are One of the most common during a ceremony on Nov. 8. Pictured from left to right: Anthony Nyberg, encouraged to initiate performance questions in revamping performance professor at the Moore School; Lisa Buckingham, executive vice president conversations without waiting for their management is determining whether and chief people, place and brand officer for Lincoln Financial Group; Diane supervisors to do so. to scrap the annual review, which Gherson, senior vice president of HR at IBM Corp.; Dermot O’Brien, chief “With performance enablement, you Rochelle calls a “seminal moment.” transformation officer at ADP; and Angela S. Lalor, senior vice president of can look at where an employee wants Dennerline echoes this sentiment, human resources at Danaher Corp. (See related story on page 34). to go and where the organization is noting that strategic activities like

Upcoming Events talent strategy and how to align with business cover healthcare, wellness, retirement, work/ strategy to ensure professionals are focused on family, voluntary benefits and technology. For more Corrections Feb. 20–22 what matters. For more information: Human Capital information: LRP Media Group at www.BenefitsConf. Recruiting Trends & Talent Tech LIVE!, Caesars Institute at www.hci.org/pawp-conference/2019. com. “Transforming Big Blue” (Oct. 16, Palace, Las Vegas. Recruiting Trends & Talent Tech HRE, page 14) stated that IBM has LIVE! is a disruptive, one-of-a-kind event that offers March 18–20 May 6–7 380,000 employees, but the correct active learning, inspiring networking opportunities, 2019 SHRM Employment Law & Legislative HCI’s 2019 Inclusive Diversity Conference, Hilton number is 366,000. Additionally, Diane engaging teambuilding activities and groundbreaking Conference, Renaissance Washington, DC San Francisco Union Square, San Francisco. This Gherson, senior vice president of HR HR technology that will arm attendees with the latest Downtown Hotel, Washington. This conference will conference will show how to leverage neuroscience, at IBM, surveyed tens of thousands trends in HCM initiatives, talent-acquisition/retention focus on the complex legal, legislative and judicial data and simple behavioral design to make diversity of employees for a new performance- approaches and efficient technology-utilization landscapes affecting organizations. Attendees will and inclusion part of everyday culture. Attendees tactics to effectively align your workforce with your find out what lies ahead for the workplace and get will get tools and best practices to help workforces review system. organizational strategy. Gain insight from the world’s information to protect organizations and manage adapt to new attitudes and values. For more “A Champion for All Employees” most renowned talent-acquisition experts and risk. For more information: Society for Human information: Human Capital Institute at www.hci.org/ (Oct. 16, HRE, page 18) should have leaders in focused workshops, real-time sourcing Resource Management at www.shrm.org/mlp/ id-conference/2019. stated that Nationwide established labs, one-on-one time with analysts, peer-to-peer Pages/2018Leg.aspx. its formal D&I structure in 2005, and discussions and more. For more information: LRP May 6–8 that Gale King was named executive Media Group at www.RecruitingTrendsConf.com. April 24–26 WorldatWork 2019 Total Rewards Conference & vice president, chief HR and chief Human Resource Executive® Health & Benefits Exhibition, Rosen Shingle Creek, Orlando, Fla. administrative officer in 2009, after March 5–7 Leadership Conference, ARIA Resort & Casino, This conference will have three days packed with several years with the company. HCI’s 2019 People Analytics & Workforce Planning Las Vegas. A strategic event focused on healthcare, what’s new in compensation and total rewards now, “Are You Delivering a Great Conference, InterContinental Miami, Miami. Keep wellness, benefits and more. It’s where HR and what’s on the horizon. It will spark attendees’ up with the latest in people analytics and workforce professionals gain innovative strategies and practical creative thinking to help discover innovative Employee Experience?” (November, planning. Attendees will learn how high-performing takeaways aimed at attracting and retaining talent, solutions. For more information: WorldatWork at HRE, page 43) should have stated organizations are balancing the need for shorter, improving employee wellbeing and engagement, www.worldatwork.org/events/2019-total-rewards- that SunTrust’s Momentum onUp is more agile workforce-planning cycles with long-term and increasing worker productivity. Session topics conference-and-exhibition. provided “at cost” to corporate clients.

10 Human Resource Executive®

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H12-18p11_ETRADE.indd 11 11/12/2018 10:01:54 AM

Job # ETF-A-18-11060707 150 Version # 1 Document Name ETF-A-11060707-18-150_PlanSponsor-CoverBackInside.indd Last Modified 11-2-2018 1:35 PM Linked Graphics Colors In-Use Job Description Plan Sponsor Cover Wrap: Back Inside Art Director jeffv User Printer Output Date GettyImages-940657686_4P.tif CMYK Cyan BOSMLW-NMXWJ040 10FL-YELLOW-COLOR 11-5-2018 11:46 AM Bleed 10.625” x 13.875” Mech Scale 100 Copy Writer acalvert 379 ppi Magenta ETRADE_Crprt_Srvcs_rgb.eps Yellow Mechd By: nminieri RTVd By: nminieri Trim 10.25” x 13.5” Print Scale None Proj Mgr mkato ETRADE_Star_Rball_4c.ai Black Live 9.375” x 12.75” Stock None Acct Svc TBD Folded Size None Prod Mgr afinnan CD/ACD COPYWRITER AD CONTENT Finishing None Art Buyer TBD Colors Spec’d 4C Copy Edit TBD ACCT SERVICE PROD COPY EDIT Special Instr. None Mac nminieri 11-5-2018 11:46 AM BY SIGNING YOUR INITIALS ABOVE, YOU ARE STATING THAT YOU HAVE READ AND APPRO Publications None VED THIS WORK. Cover Story

Rewriting Retirement Nearly 80 percent of all employees expect to continue before age 62, reports EBRI, and 60 percent of seniors who lose their jobs working during traditional retirement years, prompting end up retiring involuntarily because they cannot find a replacement job, employers to rethink timestamped career models. according to the Center for Retirement Research at Boston College. BY JULIE COOK RAMIREZ Erasing the Expiration Date Employers are well aware of agdalena McCloskey’s life has her life experiences, particularly her employees’ plans to continue working, been anything but ordinary. time as a nun and raising her children, according to Transamerica’s 18th MBorn in Ottawa, Ill., in the prepared her to care for seniors who Annual Retirement Survey. Of the depths of the Great Depression, her haven’t been as fortunate as she when 1,800 employers surveyed last year, 70 parents separated and divorced—a it comes to physical and mental health. percent say their employees expect to rarity at the time—when she was a While McCloskey’s life story has work past 65, with 74 percent reporting small child. McCloskey went to live been unique in many ways, the idea of that employees plan to continue with her paternal grandparents in working during what has traditionally working either full- or part-time after St. Louis, where she was educated been considered “retirement years” they retire. Yet, the vast majority of by the Sisters of Loretto, a Catholic is becoming more common. Longer organizations have not put programs community that dates back to 1812. lifespans have increased the amount in place to better accommodate senior Upon graduation, McCloskey felt a of savings needed to live out one’s workers. calling to enter the sisterhood, where golden years. That, combined with the TCRS found just 32 percent offer she served as a nun, teacher and negative impact of the 2008 recession flexible schedules, 31 percent enable principal. After 18 years, she came on retirement accounts, has given workers to shift from full- to part-time to the realization “there was nothing many seniors little choice but to and 21 percent allow senior workers to more for [her] to do in that life,” so she continue—or return to—working long take on jobs that are less stressful or returned to secular living. Shortly after, after previous generations would have demanding. When it comes to helping the former nun married a former priest headed off into the sunset. older workers gradually transition out and the couple embarked on a life “The reality is, people have the of the workforce, a mere 20 percent together, raising two children, founding potential of living longer and healthier of employers offer a formal phased- an alternative school in Spokane, than at any other time in history, which retirement program. Wash., and launching a number of has implications for how we think Employers’ hesitancy to hire seniors business ventures that proved largely about our working lives, relative to our or create programs to retain those unsuccessful. years in retirement,” says Catherine already in their ranks is often due to Following her husband’s passing Collinson, CEO and president of an outdated view that workers have in 2015, McCloskey joined a senior Transamerica Center for Retirement “an expiration date,” according to Jeff softball league, worked briefly at a Studies in Los Angeles. “Saving and Schwartz, human capital principal for Walgreens store, and moved to Denver planning for a 30- or 40-year retirement New York-based Deloitte Consulting. to live with her daughter, son-in-law is out of reach for many, and working Thus, their career models are based and grandson. It was there, at age longer is a very common-sense around a structure that “times out.” 86, she began the next chapter of her solution.” “Most career models are based on storied life—as a caregiver for Omaha, Nearly four-fifths (79 percent) a very traditional three-box model: You Neb.-based Home Instead Senior Care. of all employees expect to continue are educated for 20 to 22 years, you McCloskey works two mornings working during their retirement work for 25 years, then you retire,” a week, providing in-home care to a years, according to a recent survey says Schwartz. “If you live to be 100, couple experiencing memory loss, by the Employee Benefit Research your career could be 50 or 60 years. and occasionally picks up extra shifts Institute. Expectations don’t always Most companies are not creating when her schedule allows. She finds match up to reality, however: Half of programs to focus on the 50- to 70-year- great satisfaction in the work and feels all current retirees left the workforce old cohort in their workforce.”

SUE CASPER 12 Human Resource Executive®

H12-18p12-16_1Retire.indd 12 11/20/2018 10:41:29 AM “This notion of ‘you are born, you get educated, you go to work and you retire’ will be gone within the next decade. In its place will be a workforce strategy that assumes people are going to come in and out of the workforce for 60, 70, 80 years. That’s really profound.” —PATRICIA MILLIGAN, SENIOR PARTNER AND GLOBAL LEADER OF THE MULTINATIONAL CLIENT GROUP AT MERCER

DecemberOctober 2, 2018 2018 1313

H12-18p12-16_1Retire.indd 13 11/20/2018 10:41:54 AM Thrive in the face of an ever-changing Featured Speakers completeView agenda the world of employee benefits. Leading experts in employee and register today! health, benefits and well-being… Use Promo Code HRE75

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H12-18p14-15_HBLC.indd 14 11/12/2018 10:03:13 AM Thrive in the face of an ever-changing Featured Speakers completeView agenda the world of employee benefits. Leading experts in employee and register today! health, benefits and well-being… Use Promo Code HRE75

H12-18p14-15_HBLC.indd 15 11/12/2018 10:03:28 AM Cover Story Rewriting Retirement

Organizations often shy away were reaching retirement age,” says from phased-retirement programs Jacquelyn James, director of Sloan out of concern they encourage older Research Network on Aging & Work employees to leave and take all their and research professor at Boston institutional knowledge with them, College’s Lynch School of Education in according to TCRS’ Collinson. While Chestnut Hill, Mass. “They developed it’s counter-intuitive to think of phased a very elaborate process for allowing retirement as an employee-retention people to make a decision about when tool, she says, such programs are quite they want to retire and, in doing so, effective at keeping senior employees make plans for their ultimate departure in the workplace because they provide so they don’t create a brain drain.” the flexibility employees need to make Those senior workers who aren’t a gradual transition. ready to begin phasing into retirement “Many older workers want to have a number of flexible options continue working, but they don’t to help them remain engaged and want all the stress that comes with an productive, while recognizing their 8-to-5 job,” says Collinson. “Without needs and preferences may have a phased-retirement program, the changed. In addition to standard employee just retires because it’s an flexible-schedule options, they can all-or-nothing proposition.” Extending a Helpful Hand opt for FlexShare, which allows for Granted, some industries have been hen most Americans picture the home lives of senior citizens, the sharing of responsibilities of one at the vanguard of the senior-working they conjure visions of a quaint ranch-style home, a comfortable full-time job among multiple people; movement for quite a while, says independent-living center or a cozy set-up in the home of a FlexPlace, which enables employees Patricia Milligan, senior partner and son or daughter. Sadly, a growing number of seniors are finding to work in different locations; or global leader of the multinational client Wthemselves homeless, due to skyrocketing healthcare costs, dwindling FlexPartTime, which allows workers group at New York-based Mercer. retirement funds or the lack of family to care for them in their golden years. In to try out part-time schedules to Among the first was healthcare, Los Angeles, which ranks second only to New York City in terms of homeless determine if they are ready to begin where a drastic shortage of nurses, people, the number of homeless adults age 62 and older shot up 22 percent to stepping down from full-time work. radiologists and technicians forced nearly 5,000 people in 2018, according to the Los Angeles Homeless Services Those seniors who wish to escape hospitals, clinics and other facilities Authority. the brutal Michigan winters for to adopt creative strategies for Seeking to help seniors pull themselves out of homelessness, the City of warmer climates can opt into the hanging onto older workers. Financial Los Angeles Department of Aging developed the Older Workers Employment company’s FlexYear program, which Program, a paid, on-the-job training program designed to meet the unique needs services, energy, consumer-packaged enables them to take a six-, eight-, of homeless older adults. Launched as a two-year pilot in July 2016, OWEP gives goods and manufacturing have also 10- or 12-week unpaid leave, but still participants the opportunity to earn a paycheck, while acquiring new job skills. To recognized the value seniors bring retain company benefits. The program participate, individuals must be at least 55 years old and homeless. to the workplace and have launched Admittedly, helping homeless seniors reenter the workforce comes with a set is available to all employees, regardless initiatives to recruit and retain them. of unique challenges, according to Laura Trejo, general manager of the City of of age, but Smit is seeing “retirement- Los Angeles Department of Aging. Potential employers require applicants to have eligible employees” increasingly Embracing “UnRetirement” a home address, identification and bank account. Participants typically had none, taking advantage of it, with some As the number of senior Americans so OWEP set out to help them replace lost documents, obtain temporary housing using the time away to assess whether continues to explode, Milligan says, and work with financial institutions to set up a means of receiving their pay. they’re ready to leave the workforce companies that provide services or In its first 20 months, OWEP served 103 older adults. While barely over completely. It also enables the products geared toward that population 10 percent have found employment so far, Trejo is confident the program will company to determine whether it is are especially keen on tapping into their succeed in helping employers overcome stereotypes about older people that are prepared for that employee’s eventual vast knowledge and experience. At only compounded when homelessness enters the picture. departure. Home Instead, for example, one-third of “The idea of hiring someone who is homeless and older was shocking to “The challenge is backfilling them senior caregivers are themselves over people at first, but once they met them, they would ask if we had more of them to while they are gone, but it’s been a age 60, according to Jackie Froendt, consider,” says Trejo. “One grain of sand at a time, we are chipping away at the great opportunity to say, ‘What are we human resources director. Some, like mountain to say, ‘You may want to reconsider and give them an opportunity.’ ” going to do when they’re gone? Do we McCloskey, entered the organization at have somebody ready?’ ” says Smit. an advanced age through referrals from Whether they phase out gradually other senior employees, while others While a new senior employee employees over age 60 with at least or retire in a more traditional full-stop sought employment as a result of the like McCloskey may opt to work an five years of service are eligible for the manner, senior employees of Herman company’s UnRetire Yourself public- extremely limited schedule, others company’s FlexRetirement program, Miller often find they miss the working information program. have been with Home Instead for which allows them to phase out of world, according to Heather Brazee, Seniors are encouraged to “rewrite a number of years and may find the workforce over a six-month to director of employee benefits and [their] retirement,” using resources themselves looking to transition into two-year period, according to Kim wellness. “A fair amount of people” available at www.unretireyourself. retirement. Through the Pathways Smit, HR/performance accountability end up coming back on a very limited com. From UnRetirement success program, management works closely project manager. Employees who basis or perhaps even as contractors, stories and articles on ageism, the with the employee to help map out want to begin stepping down are she says. That comes as no surprise to multigenerational workforce and what his or her final working years. That required to participate in a 30-minute Milligan, who says longer lifespans will to do if you realize you “retired before could entail a reduction in hours, meeting with their team leader and HR necessitate the creation of new career your time” to an UnRetire Youself quiz, a job change or a different set of representative to discuss the impact on models that no longer assume seniors the site aims to help seniors identify responsibilities. At the same time, the work group. The employee is also will be leaving the workforce at some the ideal “unretirement job.” Froendt says, the company wants to given a template to draft a transition predetermined point—if at all. “It could spark some interest in ensure the transfer of knowledge from plan that lays out which responsibilities “This notion of ‘you are born, you someone who has retired fully from those older employees to their younger he or she will retain and which will be get educated, you go to work and you their career but feels like something colleagues before they leave. shifted to another employee. The plan retire’ will be gone within the next is missing,” says Froendt. “It’s really facilitates the transfer of knowledge, decade,” says Milligan. “In its place will about educating the older worker to Passing the Baton ensuring the senior employee be a workforce strategy that assumes see what the next step is for them, For Zeeland, Mich.-based office- passes along critical information to people are going to come in and out where they can add value and what furniture manufacturer Herman successors. of the workforce for 60, 70, 80 years. would fulfill them. If that’s with Home Miller, ensuring the smooth transfer of “[Herman Miller leaders] That’s really profound.” Instead Senior Care, that’s great, but institutional knowledge is crucial, as recognized a long time ago that they if may be with another employer and more than 25 percent of the company’s had a lot of people who were important Send questions or comments about that’s OK, too.” 8,000 employees are over age 55. All to the success of their business who this story to [email protected].

16 Human Resource Executive®

H12-18p12-16_1Retire.indd 16 11/20/2018 10:42:15 AM HR Technology

The 2018 HR Technology Conference shone a light on the need for HR leaders to plan ahead in order to make the most of today’s technology. BY HRE STAFF Technology of Tomorrow

s much as technology is shaping today’s world, it’s also laying the foundation for tomorrow. That idea was on display at the HR Technology Conference & Exposition® in September in Las Vegas, where thousands came together to learn about the Alatest trends and solutions impacting the HR-tech field. Among the many themes that emerged was a consensus that HR technology is evolving at such a rapid rate that HR professionals need to be vigilant about keeping pace—in order to help their organizations stay ahead of the curve. The following are a few of the highlights from sessions that explored how HR leaders can be forward- thinking when it comes to tech: Randi Zuckerberg on Tech’s Future What’s the best way to get ahead HR Tech Conference attendees attentively listen to a conversation on building a culture of wellness and health with moderator and as a woman in the male-dominated independent analyst Josh Bersin, Thrive Global Founder and CEO Arianna Huffington (center) and SAP Executive Board Member world of technology? According Jennifer Morgan. to Randi Zuckerberg, you need to have a masculine first name. Joking already established tech giants that Zuckerberg and said the singer After her massive “failure” turned aside, she said, during most of her offered employees fancy lunches wanted to launch her world tour on into a hit, Zuckerberg did what any career, particularly during her time at and amazing (expensive) perks. How Facebook Live with Randi. She said she successful executive would do … and Facebook, she fielded many questions could Facebook compete for the best considered how her male colleagues left her job at Facebook. The reasons, such as, “Where’s Randi? I thought I engineering talent? would respond to the request. she said, were complicated and was meeting with Randi.” The team decided to use its passion “Would they say, ‘Sorry, Facebook included a desire to research how to Gender expectations were among of entrepreneurship to attract talent. Live isn’t a reputable show?’ ” Zuckerberg bring more women to the leadership the many topics Zuckerberg addressed They would host all-night hackathons recalled. “No! They’d say, ‘Sure, come table at tech companies. in her opening session, “Future for everyone in the company to on in,’ so that’s what I said, too.” On that front, Zuckerberg created Consumers: Decoding the Trends join so that they could all feel like In 2011, Perry delivered the first Sue’s Tech Kitchen, a pop-up that aims and Opportunities Today,” in which entrepreneurs. The submissions had to Facebook Live broadcast, which to get more women and girls interested she traced her whirlwind career. After be passion projects that were separate became a hit. President Obama later in tech. She spent time researching the studying business marketing at Harvard from contributors’ everyday jobs. asked to do a Facebook Live Town exact moment when girls often lose University, Zuckerberg moved to New During one, Zuckerberg presented Hall, which turned into a weekly White interest in tech—age 9—and set out to York to work at a well-known advertising an idea that was met with skepticism. House broadcast. And now, there is create a dessert café featuring robots, 3D agency. One day, her brother Mark She wanted to know what it would a Facebook Live button on 2 billion printers, science experiments and more called and offered her a digital look like if everyone using Facebook profiles around the world. to change their minds. She wanted the marketer position at his start-up, which was his or her own broadcaster. So, “I didn’t see myself as an kids to play with their food while learning, he was calling Facebook. she set up a mini-studio in a closet and entrepreneur when I went out to showing them that tech can bring a Once she arrived on the West broadcasted herself in real time on Silicon Valley. I was a supportive family together instead of keeping them Coast, she said, she saw there was Facebook. Both of her parents tuned person in marketing, ‘supporting’ the apart. The most popular items in the café something truly inspirational about in—and that was the end of Facebook entrepreneurs,” said Zuckerberg. “Every have been the 3D-printed S’mores and the scrappy start-up. The small team Live with Randi Zuckerberg … or so one of us is sitting on that 2 billion pancakes made by robots. had a real passion; they truly believed she thought. button idea. It depends on if you’re “We had all these families that hadn’t they’d change the world. At the time, A few weeks after the failed encouraged to take risks and not be pursued STEM or tech come, and it though, they were competing with broadcast, Katy Perry’s team called afraid of failing in pursuit of your idea.” opened up opportunities to talk about

December 2018 17

H12-18p17-19_2HRT.indd 17 11/20/2018 9:17:32 AM HR Technology

AI and robotics and skills they need for scarcity and experiences; they will think us—but getting that idea to surface in Sierra-Cedar’s 2018-2019 HR Systems their careers in a way that feels non- about their careers differently; and they the first place is something uniquely HR: Survey, which was released during a threatening and non-overwhelming,” will want a healthy balance of technology. company culture. session at HR Tech. said Zuckerberg. “Every one of us is a media company. “It depends if you’re in the right Stacey Harris, Sierra-Cedar’s vice The venture is among a huge surge If you reach even one person inside atmosphere where you’re encouraged president of research and analytics, in pop-up experiences—restaurants, of your company online with the tools to be creative to let those ideas out.” said that increase also comes with stores, photo opportunities. Apart from you’re building and communication, —Danielle Westermann King more value per dollar. that trend, Zuckerberg shared four you’re a media company,” she said. “In other words,” she said, “more predictions that she said will shape the The spirit of entrepreneurship, she Companies Shifting HR-Tech Focus to Data modules, more capabilities per dollar future of tech: Tech consumers will see added, can help bring to fruition that “2 Overall HR-tech spending is spent per employee.” everything as media; they will value billion button” idea we all have within increasing, according to the results of The challenge with that, she noted, is that “we’re also seeing a lot of organizations that are struggling with the skill sets and capabilities inside their companies to use all these assets By Jason Averbook/People Side of Digital and tools. So we have a real adoption issue that’s going on in organizations: HR technology outpaces the skill sets of the current technologists or tech roles in many of these organizations.” The survey found that, in an effort to overcome that challenge, 25 percent of A New Workforce Experience all large organizations plan to add more HR-data-analytics workers, compared to Jack Welch, the famous change and driving forward—or a fixed mindset that 17 percent of medium-sized companies former CEO of General maintains the status quo. Usually, employees have a and 7 percent of small companies. Electric, once said, “If the growth mindset and organizations as a whole, by and Harris said the report also highlights rate of change on the outside large, have a fixed mindset. This creates a huge clash a shift in HR tech from a focus on the exceeds the rate of change between the individuals looking to drive change and process and practices of HR to a focus on the inside, then the end the organization pushing back. This is exactly the on the data that are required for HR and is near.” If you’ve ever been to one of my keynote point of impact I hope to deal with in this space. workforce intelligence. presentations or are one of my clients, you probably What can we do to break that “mindset chasm” that “And that shift has been a pretty have heard me talk about how employees today have exists? We have to think digital first and answer a few long transition,” she said, “but this year better technology in their smartphones than what their questions: What do we want to be great at versus what’s we’re definitely seeing the outcomes of employers are providing them. OK to be just OK at? (Call it performing if you are organizations that are starting to make After my years of traveling all over the world, I am not OK with OK.) How do we discontinue developing that shift and how they’re changing how certain that employees’ expectations for workplace processes that are only the exception (less than 1 they think about their HR systems.” technology have completely changed—forever. With percent) versus reimagining processes for the majority The 21st annual edition of the the coveted responsibility of “owning the employee (99 percent) of the workforce who will benefit from survey is the latest installment of the relationship,” we in HR also have a mandate to deliver better experiences at work? And most importantly, we longest-running research effort in the and drive a much better workforce experience than we want to design our processes with the mindset of the HR industry. It was conducted from have in the past. This starts with developing a digital workforce facing in, instead of HR pushing out onto the April through June 2018 and is based on (not just technology) HR strategy. workforce. 1,312 unique organizations representing Within the pages (both print and digital) of HRE, It’s vital for HR leaders to understand that digital a total workforce of 17.7 million there are many great features designed to give you and technology are two completely different things: employees and contingent workers. a deeper look at HR technology and what solutions Digital is how we are trying to reimagine business According to the report, only 17 might fit into your plans over the next several years. results; technology is simply how that task gets done. percent of surveyed organizations felt Let’s be honest: Without the amazing, innovative HR needs to leverage the power of digital thinking their HR systems “always” met their technology that solution providers are developing at a to break down its silos and bring forth what I call a business needs. But for the other 83 record-breaking pace, you and I would not be in this frictionless workforce experience. There are four things percent of organizations, the No. 1 game. So starting this month, I will share with you my that organizations and HR functions, in particular, need issue identified across all application perspective on what is necessary to equip yourself with to focus on for a frictionless workforce experience: right areas by almost half of organizations before embarking on any HR-technology initiative. product, right people, right moment and right channel. was configuration and customization As an extension of my recent HR Technology As we think about this in the context of technology, limitations, followed by functionality gaps Conference presentation, I’ll be diving into the key what is most important is that we realize and (44 percent). Internal knowledge and ingredients of a proven formula—mindset, people, remember that an experience is not a user interface— skills were a major gap identified by 24 processes and technology. I will explore how it’s a combination of transactions and interactions. And percent of organizations, giving vendors HR leaders can create a vision and strategy, gain this is where trust lies: Trust doesn’t come by having and system integrators an opportunity to commitment to change, empathize with the people great transactions, but rather with the interactions we address issues beyond technology. who need to understand the vision, define the business have with our workforce in moments that matter. Among the surprises in the report, outcomes, grasp how to leverage technology and We must act inside organizations similarly to Harris cited a 72 percent increase over determine what technology needs to be in place. The the way the world works outside the walls of the last year in the number of organizations honor of having a monthly column in HRE is humbling organization if we expect to drive an engaged that had a “rip-and-replace” model in to say the least and one that I take great pride and workforce. Nothing will change unless we change. place. responsibility in, as together we continue to drive our People are ready. Processes can be ready. Technology “That shows that if you haven’t industry forward. is ready. Is your mindset ready? made the transition yet or [don’t] While employees have high expectations for their have a strategy yet, you’re behind work experience, HR leaders should not expect that Jason Averbook is a leading analyst, thought leader the curve,” she said. “If you haven’t a “one-click” tech solution will solve this challenge. and consultant in the area of HR, the future of work and thought about how to update and In order to reimagine the HR function, we need to the impact technology can have on that future. He is the upgrade your HR technology in some think differently and change the status quo. What co-founder and CEO of Leapgen, a global consultancy way, you’re no longer going to be at the I’ve come to realize is that organizations either have a helping organizations shape their future workplace. Send head of the pack.” growth mindset—which is about innovation, constant questions or comments to [email protected]. —Michael J. O’Brien

18 Human Resource Executive®

H12-18p17-19_2HRT.indd 18 11/20/2018 9:18:31 AM By John Sumser/Emerging Intelligence

Driving Predictive Talent Planning How do you decide to invest in different talent trends? At Accenture, the professional- Understanding AI in HR Tech services company with 449,000 workers in 120 countries and $33 billion in There are several basic effectiveness of an intelligent tool is entirely dependent revenue, big data are helping provide principles to understand about on its manager. Humans can overcome bad management; the answer to that question, according our new digital co-workers. machines cannot. to Mike Gabour, a next horizon skills The first is that most current Here’s another important principle: The company with lead with the organization. “artificial intelligence” is really the biggest database usually wins. “Tech is changing at an exponential nothing more than a set of Data are the new infrastructure, the foundation of pace,” he said during a conference sophisticated statistics. Another is that the output of an intelligent tools and new forms of business. Unlike old- session titled “Hiring for the Next Big “intelligent machine” is an opinion, not a fact. fashioned enterprise computing where workflow was Thing at Accenture: Big Data Drives This latter idea may be the most important thing you king, intelligent tools thrive on the boundless opportunity Predictive Talent Planning.” learn about intelligent tools—just because it comes from to discover patterns. For companies, this means that the “Gone are the days when you had a computer doesn’t mean it’s either real or true. need to clean up their data is urgent. For vendors, the 10 years to respond to a new tech In the same way that humans have unconscious credibility of their claims rests entirely on the volume and trend. These days, you’ll be lucky if you bias, machines have uncoded bias. They only know quality of data they use. get two,” he said. “So we always have to about things that are measured, quantified and given to Many small start-ups need data so badly that they look ahead to stay ahead.” them. Like people, they are bad at accounting for what are willing to discount deeply to get them. It’s a high- But what if you could use that same they can’t see and don’t know. Lacking any imagination risk, high-return gambit for companies that choose this technology to predict those next trends? whatsoever, their worldview is limited to the data in their path. It requires real confidence in the vendor and its About two years ago, Gabour said, possession. funding, coupled with the internal capacity to weather big Accenture teamed up with researchers What’s worse, machines can only know how mistakes. at MIT, “dumped a boatload of data on things were in the past. Their opinions are limited to On the other hand, legacy companies, with massive the conference-room table and asked associations; this is like that. They can’t experiment, troves of data, spend time scientifically validating their them one question: ‘How do we make propose alternate scenarios or intervene to improve. theoretical models before handing them to customers. sure we don’t miss the next trend?’ ” When the world is not like it was yesterday, their work For this reason, big companies have a lopsided advantage After the MIT team looked at job- stumbles. over small start-ups. posting data and talent-pipeline data, Currently (and for the foreseeable future), our You recently may have heard someone refer to data as they were able to understand those new digital “interns” are the worst sort of employee “the new oil.” It means that our world today is as, or more, trends markers and successfully be imaginable. They are literal-minded, opinionated, require dependent on data as it has been on petroleum. Start-ups able to predict what was coming up. But extensive training, only stop when you tell them to, have building intelligent tools must have the equivalent of they soon realized they were missing a no conscience and require retraining from scratch when mining and exploration divisions to function. key component: What was happening something is not right. And still, we need to use them now So when exploring your options, always ask your outside of Accenture’s internal data? while the technologists work to take us to the next level potential suppliers these questions about their offerings: That’s when they turned to Burning because the next level depends on more data from us. How does the machine form its opinion? Glass Technologies to dive into the This means that we have to learn to argue with What do we do if it’s wrong? larger world of human-capital data to get machines and train our human employees to understand Where do your data come from? answers to questions like: How do we this new type of software that gives suggestions and How much data do you have? (Or, what is the sample validate what we’re seeing internally? opinions instead of facts. Like video gamers looking size?) How do we make sure we’re not missing for the next hack, employees will need to monitor, Then, understand that we are at the beginning of what’s happening in the external understand, question, and exploit the vulnerabilities of building and using intelligent tools, there is much work marketplace? And how do we look to the their tools and account for them. Digital employees are ahead and we will have to think about our machines next one to two years and predict what central to our future, but managing them is very different differently from now on. those future trends will be? than managing people or older software. But human-capital data are “super- With humans, a manager can afford to be imprecise or John Sumser is the principal analyst at HRExaminer, unstructured and very messy,” distracted. Trust can be expansive. With machines, every where he researches the impact of data, analytics, AI and said Enrique Cruzalegui, vice president delegation, follow-up or training must be flawless. The associated ethical issues on the workplace. of strategic accounts at Burning Glass, adding that people use the same words to describe completely different concepts, such as “associate” Through this approach, Cruzalegui looking at job descriptions but also a quarterly or annual basis,” he said, at Walmart versus the same title for said, Burning Glass has defined four keeping an eye on “internet chatter,” citing the example that, when working someone at McKinsey. different skills categories. Escalators as well as maintaining a large database with Accenture Security, the team found To create order out of all that chaos, are growing fast and build on existing of resumes that Burning Glass uses cybersecurity skills were far different Burning Glass collects data from technology but aren’t “going to shake to validate its findings and “see how than information-security skills. 50,000 sources and has nearly 1 billion your world up,” while disruptors “could people are moving across their career “It’s at this level of specificity that jobs in its database going back to 2010. potentially really change the way you pathways,” he added. those insights can be actionable,” he “What that data contain is do business.” Stabilizers “might be a Using this information, Gabour said, said, adding, “without that tangible essentially very coded job postings type of day-in, day-out skill, such as allows companies like Accenture to information, it’s really difficult for from wherever that data live, combined data manipulation,” while challengers identify where those future skills gaps a business leader to make those with government data, educational are skills that “you know you’re going will be and how to invest in learning, as decisions.” data,” Cruzalegui said, “and we have to need, but they’re just hard to find, well as where to focus hiring. —Michael J. O’Brien mapped that to a taxonomy that we such as data architecture.” Accenture was also able to answer have developed internally.” This information is critical for some key questions for its leaders, Send questions or comments about This approach allows them to see job companies like Accenture, Cruzalegui Gabour said, including: Which this story to [email protected]. skills in context and make appropriate said, because it has to be able skills are growing fastest, faster comparisons between two companies to forecast the skill that “hasn’t than expected or declining in the The 2019 HR Technology Conference & in the same industry in order to get an been invented yet that’s going to marketplace? Exposition® will be held Oct. 1 though accurate look at the companies’ “talent revolutionize how you do XYZ.” “This information can really help Oct. 4 at the Venetian in Las Vegas. shape” and evaluate the skills for which But tracking disruptions across inform our decisions and prioritize Go to www.hrtechconference.com to the company is hiring. multiple dimensions means not only those investments we need to make on learn more.

December 2018 19

H12-18p17-19_2HRT.indd 19 11/20/2018 9:19:17 AM Talent Acquısıtıon

The opening-keynote speaker at this year’s Recruiting Trends & Talent Tech LIVE! explains what’s making recruiting more important than ever. BY RUSTY RUEFF Why Recruiting Matters he year: 2006. The buzz: The recruiting had to use new war for talent (first termed by muscles, all the while McKinsey & Co. in 1997) had combatting their own returned. company employment- There was no keeping brand image as pay was up with the demand for cut, perks eliminated and talent across all industries. the response from the The internet-bubble burst boardroom on the need was behind us. The 9/11 to continue to work on attacks were still fresh in our retention was too often: Tminds, but industry was not going to “Where are they going be held down. The economy was in to go?” full expansion mode, and talent was During the once again being sucked up out of contraction, we learned financial services and consumer goods a lot. and heading west to join technology And now, we’ve been companies. The domino effect had at full-growth throttle companies with more openings than for almost 10 years. It’s they expected, and they called on all been so long that we types of recruiters to come to their aid: might have forgotten retained search, contingency, contract that, pre-2008, we didn’t hiring, internal. It was all hands on have the transparency deck, and it became a “whatever it that sites like Glassdoor takes” game. brought to the market. And then, in late 2007, the music We didn’t have many stopped and the Great Recession of the technology tools and platforms stringent of ways. Of course, we don’t We can cause lots of problems. began. Those big recruiting teams that make our efficiency better but our want our businesses to stall because we Part and parcel of being good at went the way of Lehman Bros., and it talent-acquisition jobs harder because can’t deliver enough of the right talent talent acquisition is the ability to sell became a buyer’s market. A mindset the talent has more control over the at the right time but, more importantly, candidates and sell hiring managers. of “arrogance of supply”—a term that direction of their careers—right there how we hire is in the spotlight. I would We have to be able to sell a candidate Hank Stringer and I coined in our 2006 in the palms of their hands. Much has go so far as to say that our roles are as on the company, the job and the book, Talent Force: A New Manifesto for changed, but much hasn’t, and I’d argue important to the future as any other role culture. If we’re good at this, which the Human Side of Business—took over. that our roles as those who bring talent in the company. However, if we are in we must be, we can also end up Those were dark days for talent. into our companies has never been the role today, do we realize that? And if selling people into somewhere they We worried whether we’d have a job more important, or more critical, to the the role reports to us, do we recognize, shouldn’t be. Many times, I’ve acted as the following month. The Glassdoor health and wellbeing of companies and reward and support these people the counter-person to those who tell Employment Confidence Survey people. accordingly? These are my reasonings me how excited they are about a new (confidence level as to whether you Each day, we feel the pressure of for all of us upping our game: opportunity, which, as I listen to them, could replace your job and salary more growth and fewer people available We supply the fuel. I’ve already makes no sense whatsoever for them. within six months) yielded the lowest to fuel the expansion in new jobs and stated that we can either further, or Why is it so important to take this into confidence percentages to date. And responsibilities. The last thing we want stunt, the growth of the company consideration? Because the stakes employment churn (changing jobs) to hear is the government touting that by our ability to keep the supply of are so high: Picture an executive who seemed almost we have fewer people looking for work quality talent coming and delivering leaves a great company and a great non-existent. than the number of open jobs. We’re that talent at the right time. Talent is job and relocates her family to take To recruit getting pressed to fill the roles while, the fuel of the company and, by being on a new position. If she loses that job people out of at the same time, not letting quality slip the discoverers of that talent, we must because it wasn’t the right fit, she can’t their current and keeping hiring costs down. It’s truly keep the octane level high. If we let our go back to where she was—she’ll need company was harder than any of us can remember. standards slip and let talent flow into to find another job, possibly move her like chiseling But what we know for sure is that it the company that is not the best of the family yet again and will have to explain them out of won’t last. And to that, we must ask the best, we run the risk of having a sub- for a long time (if not for the rest of concrete. It was question, “Are we ready?” standard person make his or her way her career) why that job didn’t work just too risky I said above that the role we play in. We all know the problems that can out. And what about generationally, to move. Those in talent acquisition is important and create, so we must make sure we keep when a child sees his or her parent not Rusty Rueff who were still critical, and I mean that in the most raising our own bar, too. happy, or worse, feeling mistreated by

20 Human Resource Executive®

H12-18p20-21_3rTTT.indd 20 11/19/2018 8:58:16 AM By Elaine Orler

a company? What impression of work, and trust of others in the workplace, does that leave on a member of the Gearing Up for the Most Innovative Recruiting Event next generation? It’s a big deal when someone takes a new job—we can be We’re just two months away learning, conversations and interactions. Review the full the ones to ensure that it’s as right as it from Recruiting Trends & Talent agenda on the conference website, and start to plan your can be before we put on our selling hat. Technology LIVE! in Las Vegas, session schedule now. We can be the antidote to bias. held Feb. 20 through 22. The Scout Bar: We’ve invited some of the smartest We are already the first screen of talent conference promises to be the sourcers (talent scouts) in the market to staff our Scout into the company, and we have more most innovative yet. Bar. We all have that one position we just can’t seem to power over bias than anyone probably Having attended dozens of find the right talent for. This will be your opportunity recognizes. We can sway the makeup conferences in my 25-year career, to bring that job description to the Scout Bar, where of the company through our own there are a few things that always sourcers will compete for bragging rights and prizes to unconscious and conscious biases by make the best events stand out identify talent (with their advanced sourcing techniques) whom we let into the interview pool in my mind: Opportunities to meet new people who and produce a short list of candidates. of candidates. If we wanted everyone are dealing with the same day-to-day challenges as me; Analyst Café: There are dozens of analysts and in the group we recruit for (the whole speakers, topics and stories I can learn from; the chance influencers in our industry whose research you’ve most company, in some cases) to all be people to see how the latest technology is solving real business likely come across but have never actually met. This will who wear glasses, we could make it problems; and the parties—because we all need to be your chance: We’ve created a meet-and-greet analyst happen just by screening in those who celebrate what we do once in a while! café for you to get your tough technology, strategy and wear glasses when they interview. We The team behind Recruiting Trends & Talent Tech process questions answered by those who spend all wouldn’t always be right, as sometimes LIVE! is working hard to ensure all of these opportunities of their time researching and measuring the industry. people who wear glasses also wear will abound, while infusing some additional fun into the Schedules will be published so you can block out time to contacts, but it’d probably take a long program. Here is a list of the new experiences you can engage the analysts with your direct business needs. time before someone noticed that all the expect at this year’s conference: Power Lounge: Sometimes we just need to refuel candidates were (at some time) glasses Dynamic Rooms for Dynamic Content: At the our devices and our minds. The Power Lounge, open wearers. Of course, this is silly, but typical recruiting conference, you have your expo floor— in the center of the expo hall, will give you a chance think about the power we have and how where you go for refreshment breaks, meals and to to charge a device and charge up on networking we need to work against our biases. I check out the vendors—and then you have to trudge off conversations with your peers. happen to like people who have a sense to a warren of conference rooms (that are often a good Innovation Theater: Back by popular demand, of humor, and I gravitate to them. Do I hike away) for the breakout sessions. By the end of the the Innovation Theater will feature 10- to 20-minute need to check myself each time I like day, your feet are hurting and you’re exhausted. presentations tied to product capabilities, challenges in someone over someone else? I think I At Recruiting Trends & Talent Tech LIVE!, by the industry, and leading changes and best practices. do. I think we all need to. And, when it comparison, the expo hall will serve as the nexus for Stop by the stage to see what’s next in our industry. comes to the predictive-analytics and AI learning sessions, networking opportunities and vendor Awards Reception and Banquet: Who doesn’t love applications that the future will bring, meetings, as well as fun events. We’re mixing it up with a good party? We’re honoring some amazing individuals we must be the guardians of keeping different theater types: Collaboration Roundtables, and companies for their success and impact on the talent- bias out of the system. None of this with speakers focused on today’s recruiting challenges, acquisition discipline, and what better way to do that than is easy but, then again, nothing that’s discussion topics and instant networking; Classroom with a reception and banquet? While not the prom, it will worth anything comes easy! Tables, to facilitate hands-on learning from the amazing be a celebration of our industry, key contributors and the We must be ahead of the curve. speakers who will share how they attract talent while you influential work that that is being done every day. To touch on my last point about take on activities to do the same; and Silent Sessions— I hope you’ll join us for the first recruiting-focused technology and talent acquisition, in the expo hall—where you can access everything conference of 2019. We’re committed to bringing in the we must find a way to be ahead of happening around you but still focus on the content smartest people to share their stories and provide you with the curve, not behind it. I’ve always shared in the sessions with the help of headphones. an unprecedented opportunity to network with your peers. said that one of the greatest traits From Breakouts to Mega Sessions: The agenda of successful people in functions is set, with focused areas to help you easily navigate the Elaine Orler is founder and CEO of Talent Function that might be behind in adopting content that matters most to you. As you know, a few and program chair of Recruiting Trends & Talent Tech technology is curiosity about what topics are just too important to try to cram into a one- LIVE!, which will take place Feb. 20 through 22 at Caesars other functions (marketing, sales, hour presentation, so we’ve extended those key sessions Palace in Las Vegas. Go to http://recruitingtrends.com/ for finance, etc.) are doing to be better to 90 minutes. This will ensure more time for deeper more information. and more productive. We need to be good at pattern recognition to understand what might be applicable to our functions and to understand the technology better than anyone to use the analogy that when you’re off the catcher’s pitch calls but, if a hit Rusty Rueff is a longtime talent- else would ever imagine we could. in the business of human capital occurs, it isn’t the catcher’s fault). The acquisition leader (having served It’s called staying ahead of the curve! management, it’s a bit like being a catcher knows all the rules because as executive vice president for HR When we’re ahead, we can be creative catcher on a baseball team. It goes the umpire is right over his or her at Electronic Arts and in senior HR and adaptive. But when we aren’t this way: The game can’t start or go shoulder. It’s a role that is beyond positions at PepsiCo and United pushing ourselves to learn new ways, on without a catcher. The catcher is critical. Sounds pretty good, right? Technologies), business leader (serving try new technologies and break out of the only person on the team who has It should because that’s us! We are as CEO of SNOCAP Inc.), founding our set ways, then we aren’t growing— a full-field view and can see the faces the catchers! The bad news? Well, like board director of Glassdoor and co- and the company and the talent we of all the teammates on the field. The catchers, we need to be willing and author of the best-selling book Talent serve need us to be growing. catcher is the one on the team who able to have someone throw balls at us Force: A New Manifesto for the Human We are needed! If all of the above needs to know both their own team all day long! Side of Business. doesn’t scream that we’re needed, I and the other team so that the defense So, if today there’s any doubt that don’t know how else to say it more can be shifted. The catcher is the only what we do in talent acquisition isn’t clearly. We have awesome jobs, with person who meets and interacts with part art, part science and a whole lot Recruiting Trends & Talent Tech LIVE! awesome responsibility. Even though all the players of the opposing team of business impact, put that wondering will take place Feb. 20 through 22 we may not get all the recognition as (just like in recruiting). The catcher aside and head back out on the field. at Caesars Palace in Las Vegas. For more information go to http:// such, we’re important, and we need to can stop the game and call the plays Because there’s a team that needs you recruitingtrends.com/ remind ourselves of that. I often like with the pitcher (the pitcher can brush … and needs you at your best!

December 2018 21

H12-18p20-21_3rTTT.indd 21 11/29/2018 1:45:44 PM Benefıts

An employee at SurveyMonkey wanted to know whether third-party contractors also had access to great benefits, so the company’s chief people officer decided to find out—and ultimately made some changes. BY DANIELLE WESTERMANN KING Surveying the Benefits Landscape t may not come as much of a extent, benefits were surprise that SurveyMonkey offered to the janitorial administers surveys internally. staff from Clean & What may be a bit unexpected is Green, cafeteria staff the outcome of said surveys. from Bon Appétit and Responses to an annual pre- contract workers from open-enrollment survey last year Eastridge Workforce led to some significant changes Solutions, through which for contractors, a group of many of SurveyMonkey’s workers who are typically left out freelance writers are Iof benefits conversations, says Rebecca contracted. And, as Cantieri, chief people officer at suspected, she learned SurveyMonkey. She will lead a session that these workers had titled “Why SurveyMonkey is Bringing limited to no benefits in Benefits to Vendors and Contractors” place. at the Health & Benefits Leadership Though there’s Conference in April in Las Vegas. evidence that the gig Rebecca Cantieri (left), chief people officer at SurveyMonkey, and Rocio (Rossy) Vargas, CEO of Clean Cantieri says the annual survey economy is continuing & Green, say both companies have found success from providing contractors access to benefits. asks employees about their satisfaction to grow, such workers with current benefits, as well as how often don’t have access to benefits. “My job was to look at the market each of the three third-party vendors much they interact with different perks And even if staffing agencies do offer to build out that benchmark of health, SurveyMonkey works with to gauge the company offers. some benefits programs, they may leave and commuter benefits,” says their ability to extend or enhance the “We found high satisfaction be limited in scope or well below the Maass. “The benchmarks were within benefits they offered their workers. across the board—4.5 out of 5 stars standards of the company for which the market of where national averages She recalled her experience meeting consistently,” she says. “Employees the contractor works—as was the were in terms of plan design.” with Rocio (Rossy) Vargas, CEO of were happy and feeling taken care of. case at SurveyMonkey. Two of the For example, he says, national Clean & Green, the company providing Then we read through the open-ended three vendors supplied workers with healthcare benefits fall into four janitorial services to SurveyMonkey’s questions, one of which changed healthcare options but nothing else, coverage tiers, ranging from platinum headquarters in San Mateo, Calif. everything.” and the third was unable to offer any to bronze: 90, 80, 70 and 60 percent “We brought her [Vargas] in One employee questioned whether benefits—until SurveyMonkey stepped employer coverage. Within those and told her that we created these three of SurveyMonkey’s janitorial in. tiers are other considerations, such as standards, and that we wanted to staff members, contracted from Clean high deductibles, which lower-income help her reach these standards,” says & Green, had good benefits. Cantieri Setting Vendor Standards workers—who may include some Cantieri. “She got really emotional— paused, realizing she wasn’t sure. One of the first things Cantieri contractors—often have a difficult she was so pleased and thrilled that “These workers are here when did upon evaluating the 2017 time affording. So Cantieri and Maass we cared enough to think about her we get here and when we leave, and survey responses was connect with decided that the benchmark for third- and her team, and she was open and they contribute to SurveyMonkey SurveyMonkey’s benefits broker, Dan party vendors that wanted to work transparent about what prevented her just as much as our other employees Maass, co-founder of i2i Benefits, to with SurveyMonkey would be gold from offering extensive benefits to do,” she says, noting, however, “we discuss how to begin to rectify the coverage, or 80 percent employer-paid her employees. It was really about her had a good idea that, if our third-party benefits situation for contractors. costs. (Employees would pay a $500 perception of her ability to understand contractors were receiving benefits, Cantieri and her team had determined deductible, $20 physician co-pay and and find the best programs for them.” they wouldn’t be at the same level as that they wanted to address three 20 percent of the costs for outpatient Maass offered to help Vargas find SurveyMonkey’s.” main areas to start: health (medical, services and hospitalization.) plans that met SurveyMonkey’s new This led Cantieri and her team on dental and vision), paid time off and Once these standards were set, standards. Cantieri says SurveyMonkey a mission to explore if, and to what transportation subsidies. Cantieri met with decision-makers from contributed approximately $200,000 in

22 Human Resource Executive®

H12-18p22-23_4HBene.indd 22 11/16/2018 2:23:04 PM 2018 to help the vendors meet the new global leader for HR strategy and set of standards, ensure we had good Above anything else, Cantieri benefits thresholds. employee experience at Deloitte, sees costs for vendors and ourselves,” she says, the success of SurveyMonkey’s “We made a significant contribution the contractor-benefits discussion says. “He willingly got on board and venture was possible because she because it involved enriching the through a broader lens. did a lot of pro-bono work for Clean and her team listened to employees current offerings they had, and we “With employees and gig workers & Green to make sure he could help and then acted to prove the company believed in it enough to share in the collaborating side by side, we see Rossy navigate the world of benefits.” not only understands but values cost,” she says. enterprises beginning to think about Before working closely with employee contributions. Her advice After implementing benefits to meet ways to foster a positive experience a benefits broker, Cantieri says, to other business leaders comes back SurveyMonkey’s standards, Vargas for all team members, irrespective of organizations looking to successfully to something simple: Survey your went a step further and launched a whether they are on- or off-balance- implement their own vendor standards workforce. matching 401(k) program for her sheet workers,” he says. “This need to first secure buy-in from the “Employees today have a lot of employees out of her own pocket. translates to understanding workers’ leadership team. Then, they must options in our current competitive interests and needs across rewards, create a set of standards for vendors market, but after we implemented this A Steady Trend Upward capability and skill development, and explore how those standards align change, our entire workforce became Tracey Malcolm, the global future geography, physical- and digital- with what the company offers its own more engaged and more productive— of work leader at Willis Towers workplace preferences, and more to employees before securing funding. they’re proud to work for us,” she says. Watson, says more companies are shape an experience that is attractive, Willis Towers Watson’s Malcom “We implemented these standards starting to realize that providing engaging and productive.” adds that providing contractors with because it was the right thing to do, access to benefits for contractors and access to benefits should deliver but we benefited from it, too.” freelancers makes business sense. Help from Business Partners on and align with an organization’s “We’re finding that organizations are While there were challenges mission, purpose and values, and the Send questions or comments about recognizing the talent they rely on is a in designing and implementing work the contractors are engaged in. this story to [email protected]. mix of permanent and non-permanent,” SurveyMonkey’s contractor-benefits She says that leaders need to ensure The 2019 Health & Benefits Leadership she says. “Companies are beginning to standards, Cantieri says, nothing that health and benefits solutions, Conference will be held April 24 through realize elements that relate to stability was insurmountable—and Maass’ programs and support are created 26 at the ARIA Resort in Las Vegas. affect both their permanent and non- assistance was quite valuable. for everyone in the workforce, both Go to www.benefitsconf.com to learn permanent workers. With contractors “We really did rely on Dan to help permanent and temporary contract more. and other non-permanent employees, us survey the market, put together a workers. you still need aspects of stability, such as financial, benefits, wellbeing, retirement-based and so on.” One such organization is Microsoft, which announced in August that it will require companies that provide the Battling Student-Loan Debt tech giant with subcontractors (similar tudent debt continues to take a serious toll on the That said, many employers do have some understandable to SurveyMonkey’s Clean & Green, for wellbeing of millions of people. Indeed, according concerns. The first is often cost, but early data suggest the instance) to provide their employees 12 to the Federal Reserve, more than 44 million ROI should be strong. Research has found that 86 percent weeks of paid parental leave. This isn’t Americans are collectively carrying over $1.5 trillion of employees would commit to a company for five years if Sin student loans, and the amount is increasing every year. the employer helped pay back their student loans. Another Microsoft’s first rodeo, either. Three years ago, the company announced it In advance of his session titled “Beyond the Hype: concern is fairness because student-debt support is, by would require its third-party vendors to Case Studies in Student-Debt-Repayment Benefits” at definition, only available to those employees with student offer paid time off to employees. the upcoming Health & Benefits Leadership Conference, debt. However, it’s often precisely those employees carrying In a blog post, Dev Stahlkopf, Rob Levy, vice president of financial health at the Center student debt who are likely not taking advantage of other corporate vice president and general for Financial Services Innovation in Chicago, discusses benefits like a 401(k) match. Thus, if positioned properly, counsel of Microsoft, wrote that over with HRE Editor David Shadovitz the impact student debt student-debt solutions may help a company’s benefit package become more fair overall. the next year, the company will work is having on productivity and engagement and the steps employers can take to bring some relief to the problem. with its U.S. suppliers to implement What are some of the more noteworthy “outside-the- the new paid-parental-leave policy. The What are the data telling us about the extent of the box” measures that employers are pursuing? mandate applies to parents who take student-debt problem? One of the newest trends in student-debt-repayment time off for the birth or adoption of a They’re telling us that student debt is a pervasive problem solutions is providing the benefit as a 401(k) contribution child at suppliers with more than 50 and may be hampering borrowers’ abilities to deal with other rather than as a direct contribution to the employee’s loans. employees who perform substantial aspects of their financial lives … . The average student-loan This solves several problems. It’s ultimately cheaper for work for Microsoft. debt for class of 2017 graduates was $39,400, according the employer because 401(k) contributions are pre-tax, Maass says SurveyMonkey’s to Student Loan Hero. This is not just a millennial problem, and it leverages familiar platforms and systems for benefits approach is novel among his current either. Older students, parents and grandparents are carrying administrators. Contributing to a 401(k) also directly supports clients, noting that Cantieri has been student debt as well. And research from the U.S. Financial employees’ long-term financial health through building their sharing her experience, process and Health Pulse suggests that unmanageable student debt can retirement savings without penalizing them for not being able to contribute directly due to their student-debt burden. vendor standards in the hope that more prevent borrowers from saving for retirement or seeking and receiving medical care. companies will follow suit. Is there advice you would give HR leaders who are “I haven’t seen organizations of SHRM research suggests that program adoption among considering launching an initiative or program? this size looking to do this type of employers has been slow in coming. Is that in line with The first place to start when launching a financial-wellness arrangement,” he says. “Becky has what you’re seeing? or student-debt program is understanding the needs of your chatted with larger organizations in I don’t agree that student-repayment solutions have employees. This can entail surveying your employees about the tech space to see how they could been slow in coming. While SHRM data find that only 4 their financial health and/or looking at existing data on 401(k) mimic these benefit options. For percent of employers are currently offering these programs, contribution rates or other benefit-usage statistics. From now, SurveyMonkey is unique in its among large employers, the number is double, according there, each company should build out their program based approach in looking at inclusiveness to a WorldatWork survey. It’s also a relatively new issue to on what their employees truly need. Sometimes, this entails and equity and pushing the line as part many people; the student-debt crisis has only been in the offering a benefit, like an emergency-savings match, that of their overall business objective.” public discourse at this level since 2013, when it surpassed is equally available to all employees. Other times, you may want to offer a benefit, like student-debt solutions or financial Given predictions that nearly 40 credit-card debt. While a handful of fintech companies were the initial trailblazers, now we are seeing the larger benefits coaching for low-wage workers, that only applies to a subset percent of the workforce will be gig providers like Prudential and Fidelity begin to offer solutions. of employees who have an acute need. workers by 2020, Art Mazor, human capital practice digital leader and the

December 2018 23

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H12-18p24-25_RECRUITING_TRENDS.indd 25 11/15/2018 9:02:05 AM Most Admıred for HR

Background and Methodology For the last 21 years, Korn Ferry and Fortune have partnered to identify the “World’s Most Admired Companies,” a project that we recalibrate with HRE for the HR- focused rankings. In the course of this research, Korn Ferry conducts separate studies focused on best practices that distinguish WMACs from their peers. Key differentiators we have studied in past years include: board governance and human capital management, culture, strategy implementation, preparing for the future of work, employee engagement and enablement, and effectiveness in conducting business globally, among others. This year, we chose to highlight organizational agility. The pace of change demands that companies adopt an agile operating approach. In our study, we asked approximately 500 senior executives from organizations participating in the WMAC rankings to reflect on approaches to building agility into their cultures. Here are their three key pieces of advice: 1. Don’t Wait—Anticipate Agility and pivoting are sometimes used interchangeably, but considering them one and the same is not only inaccurate, it also fundamentally misunderstands what agility is and Three key lessons from the "World's Most how it is applied. Agility is proactive. Admired Companies" on how organizations can Pivoting is reactive. Agility anticipates. Pivoting chases. Agility keeps you a transform culture to keep pace with change step ahead of the game. Pivoting is Building typically a step behind. Our research shows that WMAC executives rate their companies higher than their peers for their ability to anticipate industry changes (87 percent versus 75 percent favorable, respectively) and innovate and capture the next market opportunity (84 percent versus 66 percent, Organizational Agility respectively). Relatedly, while agility contributes to organizational success, BY NATHAN BLAIN, MARK ccording to a recent CEO by technology litter the business promoting and sustaining it depends survey by PwC, nearly a landscape. heavily on responses to failure. ROYAL AND MELVYN J. quarter of chief executives But there are organizations— Innovation doesn’t come without a few STARK believe that technology legacy and digitally native—that have setbacks, after all. WMAC executives will completely reshape both survived and thrived amid the give their companies higher marks competition in their constant uncertainty. Many factors, than their peers for empowering respective industries in the from quality of management and people to take risks without fear of next five years. Given the balance of short- and long-term adverse consequences (71 percent accelerated rate of change, objectives to a high tolerance for risk versus 63 percent, respectively) and however, one wonders what and a superior consumer experience, using performance-management Athe other CEOs expect to happen. contribute to their success. These programs to reward well-intentioned Built largely for scale, the high- traits, among others, make up what failures resulting from experimentation volume, low-cost, process-oriented we call organizational agility, or the (53 percent versus 39 percent, structure of many organizations ability to adapt quickly to changing respectively). is at odds with the streamlined, market conditions to maintain or Another important distinguishing developmental, on-demand way enhance competitive position. Our factor is that WMACs are we live and work today. For many research shows that organizational hyperfocused on the consumer. organizations, the tension between agility is a hallmark shared by the They recognize that the consumer the historical stability and control perennial leaders on Korn Ferry’s experience is now the pacesetter for they’ve enjoyed and the disruption “Most Admired for HR” list, which the employee experience, citizen created by a new environment with we produce every year in conjunction experience, B2B experience and more. new ways of doing work will be too with Human Resource Executive®. Put “You cannot rest on your laurels in much to overcome. Organizations that another way, organizational agility is this world. Customers won’t have it,” were befallen by rising competition what separates the best from the best Amazon CEO Jeff Bezos wrote in his and consumer expectations enabled of the rest. 2018 annual shareholder letter.

26 Human Resource Executive®

H12-18p26-27_5Admired.indd 26 11/29/2018 1:46:29 PM Indeed, WMACs, of which Amazon their business strategy (70 percent is a perennial all-star performer, versus 59 percent, respectively) understand agility is generally not and are more effective in assessing about cost reduction and productivity and rewarding team, as opposed to improvement but much more about individual, performance (67 percent changing customer needs and versus 58 percent, respectively). technology shifts. That said, the Moreover, talent strategies of landscape is changing so quickly that WMACs closely align to their higher stripping out processes, breaking down awareness of industry changes and silos and establishing connectivity sharp prioritization of initiatives. across the organization is seen by They are rated higher by executives WMAC executives as critical to helping than peer companies in developing organizations become more agile. roles that align with future needs (71 percent versus 57 percent, 2. Keep Focused Amid the Frenzy respectively) and taking quick action In 2006, a Yahoo executive by the when performance depends on talent name of Brad Garlinghouse wrote a capabilities the organization currently blistering memo claiming the company lacks (70 percent versus 51 percent, was suffering from underinvestment respectively). and a failure to innovate because its It’s important to recognize, lack of vision caused the organization Making the List however, that creating teams to achieve to spread itself too thin with an good reputation is a prerequisite for becoming one of Fortune’s clearly defined short-term objectives abundance of projects. Known as “The Most Admired Companies. Inclusion on Human Resource doesn’t equate to a continuous churn Peanut Butter Manifesto,” today the Executive®’s “Most Admired for HR” list—now in its 14th year— of people and skill sets. Rather, what memo lives on in business schools, requires another level of scrutiny. WMACs do better than their peers boardrooms and consultancies like AThe process of developing this definitive report card on corporate is focus on what talent can learn and ours as a case study for what happens reputations begins when Los Angeles-based management-consulting firm apply based on their skills instead of to organizations when they lose focus. Korn Ferry teams up with Fortune to determine the “World’s Most Admired simply filling a formal open position. (It’s worth noting that Garlinghouse Companies,” which they’ve done since 1997. They started with the Fortune went on to hold several prominent 1000—the 1,000 largest U.S. companies ranked by revenue—and non-U.S. Agility As a Cultural Norm leadership positions after leaving companies in Fortune’s Global 500 database with revenues of $10 billion or Ingraining agility into an Yahoo—including his current role as more. They then selected the 15 largest for each international industry and organization isn’t just something CEO of fintech company Ripple—while the 10 largest for each U.S. industry, surveying a total of 680 companies a CEO wakes up and decides to Yahoo sold out to AOL, now owned by from 29 countries. do. It’s actually quite difficult, as it Verizon.) To create the 52 industry lists, Korn Ferry asked executives, directors must be woven into the fabric of an It’s not hyperbole to say that and analysts to rate companies in their own industries on nine criteria, from organization’s culture and purpose. the manifesto’s message is even investment value to social responsibility. To arrive at HRE’s “Most Admired for Encouraging collaboration, supporting more applicable today than when it HR” rankings, Korn Ferry recalibrated the Fortune attribute scores, isolating experimentation and managing change was drafted 12 years ago. With an four criteria that have a bearing on HR—management quality, product/service are attributes of agility, among others, quality, innovation and people management. endless array of new and emerging that leaders must harness and spread technologies and infinite ways to apply throughout the organization. them, figuring out where to place In driving the right behaviors, bets to achieve business objectives companies for capturing and learning skills to achieve maximum collective WMACs look beyond performance- is an unenviable task. At the same from data (65 percent versus 50 value. management and compensation time, organizations must innovate percent, respectively). That’s easier said than done, of approaches. Fewer than 20 percent of and disrupt themselves—maintaining This kind of focused frenzy is course, particularly for organizations WMAC respondents flagged revisions the status quo leads to certain death. necessary in today’s constantly that have historically operated in silos in these areas as being among their top Our research shows that WMACs changing landscape. Organizations that with rigidly defined roles. But success change priorities, for instance. Senior are distinctive in setting clear adopt an agile development approach today requires more collaboration leaders place much more emphasis objectives, learning from experience operate on a more even keel and across the organization to leverage on establishing the right culture, a and redeploying resources when better balance short- and long-term information that already exists and common purpose and role modeling of needed. Relative to their peers, objectives. There is a talent benefit as combine it in new ways. agile approaches. Culture and purpose WMAC executives report that their well—organizations with a clear and Case in point: ING. A recent play formative and normative roles at companies do a better job than their compelling direction show higher levels Harvard Business Review article looked WMACs, in addition to filling in the peers of focusing on a reasonable of employee engagement, and focusing at how the global bank replaced its white spaces between processes. number of priorities (77 percent versus employees on “must-win battles” traditional structure with a fluid, agile Making agility part of an 59 percent, respectively) and more enables them to do and deliver more. talent-management system composed organization’s culture and purpose effectively manage staffing levels and of tribes, squads and chapters— has positive talent implications as well. competing objectives so that teams can 3. Think People, Not Positions basically small teams of workers from Less than half of WMAC respondents execute (70 percent versus 63 percent, Another hallmark of WMACs is across the organization—designed indicated that their focus has shifted respectively). that they have well-developed talent to solve specific problems within a away from loyalty and retention and More importantly, WMACs don’t strategies and focus on getting the defined time frame. WMACs excel at toward short-term relationships get caught in the commitment trap. right people in the right roles. For utilizing this kind of interconnectivity with employees. For WMACs, If something doesn’t work, they instance, WMAC executives say that and collaboration to manage initiatives. organizational agility is part of the learn and move on quickly. WMAC their companies put more weight By their very nature, short cycles employee-value proposition, sending executives report that their companies on evaluating learning agility in of episodic or non-recurring work a message to talent that there are more readily shift resources away hiring new talent than their peers impact performance-management and growth and development opportunities from less-promising initiatives and (66 percent versus 47 percent, talent strategies. A predetermined for them as part of the total-reward toward more attractive opportunities respectively) and place more value set of accountabilities doesn’t work equation. than their peers (71 percent versus on expertise over formal experience when people are being put together in 60 percent, respectively). But when when matching people to initiatives new teams at a higher rate and higher Nathan Blain is senior client partner WMACs fail, they fail responsibly. and teams (88 percent versus 74 volume than ever before. Our research and global leader for organizational They view missteps as learning, rather percent, respectively). Put another way, shows that, relative to their peers, strategy and digital transformation than missed, opportunities. Amid WMACs understand that the future of WMAC executives indicate that their at Korn Ferry. Mark Royal is senior success or failure, WMACs are given work isn’t about filling positions. It’s companies have a clearer point of view director at Korn Ferry. Melvyn J. Stark higher marks by executives than peer about leveraging people’s individual on how their talent strategy reinforces is senior client partner at Korn Ferry.

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H12-18p26-27_5Admired.indd 27 11/29/2018 1:46:44 PM TOP 50 COMPANIES The following chart indicates the rank, order and scores of the 50 companies determined to be most admired in the following four categories of HR-related attributes: people management, innovation, product/service quality and management quality. Korn Ferry used Fortune’s “Most Admired Companies” database to perform this analysis. The list includes U.S.-based companies as well as selected non-U.S. companies with prominent U.S. subsidiaries. Scores represent the combined totals for all four attributes. Industry categories are determined by Fortune and Korn Ferry.

HR Attributes Rank Company Industry Average Total

1 Apple, Cupertino, Calif. Computers 8.70 2 Alphabet, Mountain View, Calif. Internet Services and Retailing 8.41 3 Netflix, Los Gatos, Calif. Entertainment 8.36 4 Walt Disney, Burbank, Calif. Entertainment 8.27 5 Amazon.com, Seattle Internet Services and Retailing 8.22 6 UnitedHealth Group, Minnetonka, Minn. Healthcare: Insurance and Managed Care 8.07 7 U.S. Bancorp, Minneapolis Super-Regional Banks 8.04 8 Berkshire Hathaway, Omaha, Neb. Insurance: Property and Casualty 8.02 9 Tyson Foods, Springdale, Ark. Food Production 7.97 10 Facebook, Menlo Park, Calif. Internet Services and Retailing 7.91 11 Toll Brothers, Horsham, Pa. Homebuilders 7.90 12 Nestlé, Vevey, Switzerland Consumer Food Products 7.88 13 Nike, Beaverton, Ore. Apparel 7.83 14 Salesforce.com, San Francisco Computer Software 7.72 15 Microsoft, Redmond, Wash. Computer Software 7.64 16 Delta Air Lines, Atlanta Airlines 7.63 17 HCA Holdings, Nashville, Tenn. Healthcare: Medical Facilities 7.62 18 BlackRock, New York Securities/Asset Management 7.61 19 Toyota Motor, Aichi Prefecture, Japan Motor Vehicles 7.59 20 PNC Financial Services Group, Pittsburgh Super-Regional Banks 7.58 21 PayPal Holdings, San Jose, Calif. Consumer Credit Card and Related Services 7.57 22 NextEra Energy, Juno Beach, Fla. Electric and Gas Utilities 7.54 23 Visa, San Francisco Consumer Credit Card and Related Services 7.51 24 Monsanto, St. Louis Chemicals 7.47 25 Diageo, London Beverages 7.46 26 Nvidia, Santa Clara, Calif. Semiconductors 7.46 27 Marriott International, Bethesda, Md. Hotels, Casinos, Resorts 7.45 28 Charles Schwab, San Francisco Securities/Asset Management 7.44 29 Accenture, Dublin, Ireland Information-Technology Services 7.43 30 PepsiCo, Purchase, N.Y. Consumer Food Products 7.43 31 Johnson & Johnson, New Brunswick, N.J. Pharmaceuticals 7.42 32 USAA, San Antonio Insurance: Property and Casualty 7.40 33 Wynn Resorts, Las Vegas Hotels, Casinos, Resorts 7.39 34 Boeing, Chicago Aerospace and Defense 7.37 35 Lockheed Martin, Bethesda, Md. Aerospace and Defense 7.35 36 W.W. Grainger, Lake Forest, Ill. Wholesalers: Diversified 7.35 37 Nucor, Charlotte, N.C. Metals 7.31 38 VF, Greensboro, N.C. Apparel 7.31 39 Northrop Grumman, Falls Church, Va. Aerospace and Defense 7.30 40 Allstate, Northbrook, Ill. Insurance: Property and Casualty 7.29 41 Unilever, London Soaps and Cosmetics 7.29 42 AT&T, Dallas Telecommunications 7.27 43 Travelers Cos., New York Insurance: Property and Casualty 7.27 44 Merck, Kenilworth, N.J. Pharmaceuticals 7.26 45 Stanley Black & Decker, New Britain, Conn. Home Equipment, Furnishings 7.26 46 Steelcase, Grand Rapids, Mich. Home Equipment, Furnishings 7.26 47 L’Oréal, Clichy Cedex, France Soaps and Cosmetics 7.25 48 Ecolab, St. Paul, Minn. Chemicals 7.24 49 Adobe Systems, San Jose, Calif. Computer Software 7.23 50 Kering, Paris Apparel 7.22

IN CASES OF IDENTICAL SCORES, COMPANIES ARE LISTED ALPHABETICALLY 28 Human Resource Executive®

H12-18p28_5Top50.indd 28 11/20/2018 9:20:20 AM SPECIAL ADVERTISING SECTION

CASE STUDIES IN HR EFFECTIVENESS

HR Innovation and Inspiration

he HR suite is a busy intersection. It is a range of talent-related practices and processes, place where everything from employee particularly around ﬁ nding the right talent T beneﬁ ts to talent management meet, quickly and keeping compliant amid rapid and the HR team is charged with an ever- growth. expanding set of responsibilities within the As you read on, we hope that you can pick organization. up some valuable advice that you can use to On the following pages are examples of how meet the challenges that face you and your HR can lead the effort to improve a broad organization today and in the future.

December 2018 29

H12-18p29_CS_Cover.indd 29 11/16/2018 2:27:12 PM SPECIAL ADVERTISING SECTION

CASE STUDIES IN HR EFFECTIVENESS

Coronado Brewing Co. Taps Paychex to Support its Growth with Integrated Services and Expert HR Support

oronado Brewing Co. is a family-run brewery and taproom with three locations Cin San Diego. Founded as a small brewpub in 1996, Coronado Brewing’s award-winning beer, boosted by a national trend toward a preference for craft brews, has led to tremendous growth over the last decade-and-a-half. The company now sells its beer across the U.S. and internationally, and it boasts a tasting room and a beachfront restaurant in addition to the original brewpub. To help support this growth, Coronado Brewing has continued to expand its production and bottling capacity in the San Diego area and across the country. The company has also tripled its staff, which now stands at approximately 180 employees. “Many breweries have an HR department that handles specific situations in HR. We don’t—I’m it,” says Cathy Gill, controller and HR director at Coronado Brewing. “I would lose hours of sleep if I didn’t have Paychex as my partner.”

The Challenge: Staying Compliant writing job descriptions, maintaining an “I feel like I’m Paychex’s only client,” she During Rapid Growth employee handbook and even conducting HR says. “The personalized service I get … it’s like With this fast growth came issues the seminars for managers and employees. calling a friend. They’re part of our family.” company hadn’t encountered before, such It was especially important for the company as keeping up with applicable employment to preserve its close-knit culture during rapid Looking Ahead: Another Round of laws and adhering to the employer-shared- growth. Paychex helped Coronado Brewing Growth responsibility provisions of the Affordable Care set up a company-sponsored 401(k) plan and As far as Coronado Brewing has come since Act. quality health-insurance policies—at competitive its humble beginnings, there’s more growth in With the burdens increasing, Gill knew she pricing—for their employees via the Paychex the works. needed help. Insurance Agency. The company is planning to open new tasting “As we’ve tripled the number of employees, Paychex also assigned Coronado Brewing and brewing facilities, which will require hiring the compliance issues have become more a dedicated HR generalist, Heather, who visits up to 65 employees. While these projects are extensive,” she says. “I had to do a lot of monthly to help Gill with any questions and keep her still in the planning stages, Gill knows she’ll be research that added more hours to my day, and abreast of legislative and regulatory updates that leaning on Paychex for services and expertise to I was never sure that I covered everything. I was may impact the business. help support yet another expansion. always concerned, always stressed out about As Gill puts it, “She’s my partner, and it helps “As we grow and look to expand our things.” me rest easy at night because I have someone I can business, I know that Paychex will help to get us call.” to that level,” she says. The Solution: A Robust Suite of HR Services and Dedicated, Expert Support HIGHLIGHTS Gill enlisted Paychex for a comprehensive human capital management solution to Organization: Coronado Brewing Co. streamline processes and provide HR expertise Headquarters: San Diego to help her navigate regulatory challenges. Paychex helps Coronado Brewing with a Primary Business: Brewery wide range of HR issues, including payroll administration, ESR tracking, keeping up with Challenge: Following rapid growth, the company struggled with compliance issues. minimum-wage changes, new-hire reporting,

30 Human Resource Executive®

H12-18p30_CS_Paychex.indd 30 11/16/2018 2:29:13 PM Business is Complex. Paychex Makes it Simple.

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H12-18p31_PAYCHEX.indd 31 11/20/2018 12:44:26 PM SPECIAL ADVERTISING SECTION

CASE STUDIES IN HR EFFECTIVENESS

Finding Healthcare Talent to Fulfill a Mission

or more than a century, Rogers Behavioral Health has been providing treatment and Fsupport to thousands of the 43 million Americans who struggle with mental illness or addiction. It is Rogers’ vision to ensure that individuals and families with behavioral-healthcare needs have access to the highest quality of care and the ability to experience hope and healing. But in 2016, because of a shortage in staff needed to meet the high demand of care delivery, Rogers had to make the challenging decision to turn away almost 800 patients. Committed to never being in that position again, Rogers leadership knew they needed to find a partner to help them hire outstanding talent committed to their mission of providing a pathway to recovery. That led them to Cielo Healthcare, specifically for its expertise in recruiting nurses and other specialized care-provider roles. Rogers Behavioral Health and Cielo Healthcare began their Recruitment Process Outsourcing partnership with the goal of increasing access to care through tailored recruitment efforts. • improved hiring-manager satisfaction from beyond that. Through the Rogers Memorial a baseline of 30 percent to an average of Hospital Foundation, the organization puts Hiring Talent to Transform Lives 86 percent; and compassion first and works to ensure that Rogers and Cielo Healthcare focused on a • instituted a measure for nursing-candidate patients struggling with a mental-health disease rapid improvement process aimed at streamlining satisfaction that is now consistently have access to the best care possible for as long recruitment for critical roles, including nursing. maintained at more than 90 percent. as necessary, regardless of income, insurance Keeping candidate experience top of mind, hiring coverage or ability to pay. While its primary managers were instilled with a renewed sense A Culture of Caring locations were once focused in Wisconsin, of urgency to partner with talent acquisition to Rogers employees are truly committed to Rogers’ vision drove it to open additional sites fill vacant nursing roles. With the commitment transforming lives, and Cielo Healthcare took across the country to increase access to care. from hiring managers and a simplified hiring that mission to heart by building a team of Cielo Healthcare helped promote the process that shrunk the number of steps between experienced healthcare recruiters who could Rogers mission and brand and ensure new application and start date from 28 down to nine, source and engage candidates with the right locations could open fully staffed, ready to Rogers was able to attract, engage and extend culture fit to work at the organization and provide deliver services. To date, Cielo Healthcare has offers faster than other local health systems and exceptional care. The recruiting process was supported Rogers in opening six new locations hospitals. designed to find the right balance of high-tech across the country, with plans to open four The team also created a unique solution for and high-touch interactions so recruiters could additional facilities in 2019. the pent-up nursing demand while building an engage with candidates, assess their connection The partnership between Rogers and Cielo ongoing system to ensure there would always be to the mission and ensure that their personal Healthcare will continue its work to increase nurses available to care for incoming patients. motivations align with Rogers’ values. This process access to care and provide any individual the With the support of Rogers’ leadership, Cielo included virtual career fairs with integrated hiring- opportunity to regain a life filled with health and Healthcare built a resource group of nurses, leader live chats and in-depth interviews. happiness. deliberately over-hiring 15 full-time nurses to work where extra support was needed until a Community Commitment If you know someone who is suffering from permanent position became available. Rogers Behavioral Health has an outstanding mental-health problems, there is help. Please This consistent nurse-resource group truly reputation for patient care, but its work goes call 800-767-4411 or visit rogersbh.org. transformed the way Rogers hired and engaged nursing talent. The partnership also: • decreased time-to-fill for in-person nursing HIGHLIGHTS positions from 130 days to zero days using the nurse-resource group; Organization: Rogers Behavioral Health • filled the initial 632 requisitions, including nurses, in the first six months, with more Headquarters: Oconomowoc, Wisc. than 1,300 new hires at the end of the first Business: Behavioral-health services year of the partnership; • reduced overall vacancies by 68 percent Challenge: Hiring high-quality clinical staff following a staf ng shortage and nurse vacancies by 89 percent;

32 Human Resource Executive®

H12-18p32_CS_Cielo.indd 32 11/29/2018 1:47:25 PM H12-18p33_CIELO.indd 33 11/12/2018 10:04:35 AM HR Leadershıp

personalization or offer decision- making guidance for hiring managers on pay decisions. “The proviso here, though,” she notes, “is that, as technology becomes more pervasive in our society, there is opportunity for bias. It’s critical that we address this bias in tech by ensuring that everyone has equal opportunity to participate in its creation using diverse teams. It matters who creates, designs and deploys these technologies in your organizations.” As new technologies become more embedded in organizations, O’Brien adds, HR must also ensure that the data they churn out are accurate. “Access to quality data is an essential part of where the profession is going,” he says. “For example, your talent data must measure reliably the aspects it says it measures.” Technology is also chief among the factors impacting changing employee expectations, as workers largely anticipate consumer-grade tech that they use in their personal lives to also enhance their work experiences. The previous approach to optimizing HR practices with a “one-size-fits-all approach,” Gherson says, isn’t feasible any longer. “Employees and candidates have new, consumer-grade expectations being shaped by their everyday, rich, digital experiences outside of work,” she says. “When they come to work, they expect this same type Forward Momentum of personalization, transparency and rom automation to the first time, NAHR also named an responsiveness.” The 2018 class of the unprecedented collaboration, Honored Organization: the Riegel Employee expectations also National Academy the challenges today’s HR & Emory Human Resources Center increasingly include flexibility, leaders are grappling with at the University of South Carolina’s especially as younger and of Human Resources aren’t just affecting their Darla Moore School of Business. nontraditional employees—such as explores changing day-to-day responsibilities but The fellows shared their outlook remote and contract workers—flood are also reshaping the future with HRE on the trends impacting the the workforce, Buckingham notes. conceptions of of the HR profession—and modern HR function, offering insights It’s important, she adds, for HR work—and how work itself. CHROs are finding into how HR leaders can disrupt leaders to be actively engaged with the themselves at the leading edge themselves and their organizations to needs of their ever-diversifying pool of they will impact Fof change of their organizations, yet embrace those changes. talent. the future of HR. must achieve a delicate balance of “Spend time with millennials but embracing innovation and remaining Evolving Expectations also spend time with the people we rooted in the principles that have long Emerging technologies, namely AI, have always considered the ‘steady BY JEN COLLETTA defined HR excellence. are clearly top of mind when many HR hands,’ ” she says. “It’s your job to “While technology is solving many leaders think about the future of the know as much as you can so you of the challenges in our workplaces, profession. can make the right decisions to set so much of what we do every day Such advancements, Lalor says, up our future HR leaders and our requires a human touch,” says Lisa “will continue to have a mega impact organizations for amazing success.” Buckingham, executive vice president, on HR—both in regard to the type of and chief people, place and brand talent we are tasked to develop and How HR Leaders Can Disrupt Themselves officer at Lincoln Financial Group. bring into the company and in how Keeping the lines of communication “There are no manuals or policies for we optimize our own tools, processes open, many of the fellows agree, is many of the decisions we make, and and approaches to supporting our one of the best ways for HR leaders to our gift to our organizations is helping businesses.” The sheer breadth of challenge themselves today in order to them never lose sight of their greatest the HR-technology market, she adds, be prepared for tomorrow. assets—the people who come to work speaks to the increasing attention HR “Spend some time in the parts of with us every day.” leaders need to devote to this area. your organization where the magic Buckingham was among four HR While evaluating how to maximize happens, and then spend some time with leaders recently inducted as the 2018 new technologies, HR leaders must employees who keep the train on the fellows of the National Academy of also be cognizant of—and mitigate tracks,” Buckingham says. “It’s amazing Human Resources. She was joined by for—the flaws that exist in such how many new ideas, perspectives and Diane Gherson, senior vice president solutions, says Gherson. For instance, approaches we hear about when we just of HR at IBM Corp.; Angela S. Lalor, she says, the HR-related outcomes take the time to listen.” senior vice president of HR at Danaher of AI-powered solutions are well- Given the current labor market, Corp.; and Dermot O’Brien, chief documented: Such tools can enhance O’Brien adds, being attuned to employee transformation officer at ADP. For employee experience through needs is more important than ever.

34 Human Resource Executive®

H12-18p34-36_6Leadership.indd 34 11/15/2018 1:32:59 PM CALL FOR ENTRIES: S HR R ’s A T R S I HR’S RISING S

G I N

S S

STARS I

T R

R ’

S R

Human Resource Executive®is looking to recognize excellence H in the next generation of HR leaders.

Who Qualiﬁ es? To be considered, candidates must either be the No. 2 executive of their HR organization or the head of a major HR discipline—recruiting, training and development, bene ts and compensation, etc. Candidates should have a minimum of four, but no more than 10, years of experience in HR or a related profession and one year of experience with their current organization. (Individuals who currently hold the senior-most HR position for an organization or operating company/unit do not qualify.)

Who Should Nominate Candidates? Those holding the senior-most HR positions for their organizations or operating companies/units are encouraged to nominate their top lieutenants. In addition, other senior executives and of cers of the organizations, consultants and supplier organizations are invited to submit nominations. (Consultants and suppliers are asked to include a signed endorsement from the candidates’ employer.) Candidates may also nominate themselves, but must separately submit a letter of recommendation from their supervisor (i.e., senior HR leader). The letter should be emailed as an attachment to [email protected] with “HR’s Rising Stars Letter of Recommendation” in the subject line.

Deadline: All nominations must be received by Jan. 5, 2019.

Judging: A panel of judges assembled by Human Resource Executive®will review the submissions and select the 2019 Rising Stars.

How to Nominate a Candidate: Visit HREOnline.com and click on Awards, click on Rising Stars and click on the Nomination Form.

H12-18p35_RISING_STARS.indd 35 11/12/2018 1:56:37 PM HR Leadershıp

“Get out and talk to employees and employees are equipped with the skills candidates about what they are looking needed to keep pace with the evolving for from employers,” he says. “The landscape. concept of having a solid employer “The ability of HR to find brand is critical, especially with U.S. innovative, agile ways of supporting unemployment at historic lows.” the development of new knowledge By immersing themselves in the day- and skills across a broad array of to-day operations of the organization, functional employees will have an HR leaders may also be better equipped increasing impact on the ability of the Lisa Buckingham Diane Gherson Angela S. Lalor Dermot O’Brien to drive strategic change. organizations to grow,” she says. “We Lalor notes that HR leaders have to support the creation of new HR should be considered the “talent HR team, working on visual design, are often inclined to replicate best types of business models and structures architect” as companies reimagine content, front-end development and practices across their function, which that are capable of cutting more quickly how work is accomplished and, he user experience,” she adds. “It’s she says may fuel the often-misguided through the clutter, minimizing the drag says, “if the best way to engage people helping us reinvent every aspect of the belief that bigger is better. of bureaucracy and accelerating the is through a team, HR needs to help employee experience.” “HR leaders should have a deep pace of innovation and new product and drive an understanding that frequent, With HR continuing to be at the understanding of their business, fine- service development.” voluntary connections between team helm of organizational reinvention, tune their strategic radar and prioritize leaders and team members is critical to Buckingham adds, CHROs will need the capabilities they can drive in their Reimagining the Future of Work success.” to juggle the roles of business leader, HR teams to add the most meaningful While HR leaders are tasked with Gherson agrees that the future of consultant, innovator and change value to the business,” she says. “The planning for the realities of the future work will be team-based. leader—while carrying out their ability to keep HR teams, programs of work, modern CHROs aren’t just “The new way of working is agile, core responsibility of harnessing the and processes lean and agile so that preparing for changes to processes iterative, collaborative and performed organization’s people power. resources can be redirected fluidly to and positions, but rather for the by self-directed, empowered teams,” “A critical component of my support the rapidly changing business reimagination of the very concept of she says. “When we work this way, it platform as a leader, and something landscape will be imperative.” work. allows us to assemble and disassemble that I am very passionate about, is Staying abreast of those changes In particular, O’Brien notes, HR quickly to respond in real time.” keeping the ‘human’ within human can also motivate self-disruption, leaders need to readjust everything To empower the teams of resources, while also truly leveraging Buckingham notes. Read voraciously— from hiring to training to allow for the tomorrow, Gherson says, HR leaders technology, data and every innovation including about tech breakthroughs growing prominence of dynamic teams can rely on approaches such as that comes our way,” she says. “The and coding, she says—and leverage to a company’s success. design thinking. IBM has hired evolution of our craft will happen only a network of peers, both outside and “Think of it: Almost all work today about 1,600 design professionals, if we never lose our focus on the people inside the organization, including gets done outside of org charts,” he says. working in multidisciplinary teams, we are here to support.” board members. “Being able to effectively manage and alongside business decision-makers, It’s incumbent upon HR, Lalor engage workers in this new construct is technologists and clients. “We’ve Send comments or questions about notes, to design learning that ensures and will be more and more critical.” brought dozens of designers into our this story to [email protected].

By Paul Salvatore/Legal Columnist The Bureau of Labor Statistics The Law estimates the workforce populations 65 to 74 and 75 and older will increase the fastest over the next eight years, with the oldest group of workers projected to increase by 75 percent by 2050. Discrimination in the Aging Workplace That’s compared to workers 35 to 54, a population expected only to grow by 2 Careers are such as age, is “reasonably necessary to platforms today, so the implications of percent in the same period. lengthening the normal operation of that particular such challenges could be wide-reaching. As baby boomers continue to work, in line with life business or enterprise.” Many states and ADEA victims may receive relief HR professionals should take steps to expectancies, localities have similar laws, some broader in the form of back pay, front pay or avoid age-related employment issues. and employees than the ADEA (e.g., a New York City law reinstatement of their position, but more Interviewers need to steer clear of asking who do retire may stay in the workforce, prohibits age discrimination at any age). notably in liquidated damages for willful applicants questions that hint at age, but in other jobs. Companies must be violations equal to the back-pay award. such as when someone expects to retire. adaptive to this new reality, remaining The New Age of Age Discrimination Juries have been known to award sizable Job postings should avoid instructing competitive while ensuring they don’t Recently, courts have been divided payouts in these cases based on related applicants with more years than required marginalize this portion of the workforce as to whether the ADEA also protects claims arising out of the unlawful activity. to not apply. Employers must document and risk legal liability. job applicants in cases of unintentional For example, in 2017, a former employee the reasoning behind each employment discrimination (i.e., disparate-impact in New Jersey was originally awarded decision, regardless of an employee’s The Law on Age Discrimination claims, where a “neutral criteria” $51 million before a judge granted a new or applicant’s age. Companies should The federal Age Discrimination in adversely affects a protected group). trial on the $50 million punitive-damages consider offering ongoing training to Employment Act was established in 1967 Compare Villarreal v. R.J. Reynolds Tobacco portion of the award. In June 2018, a keep their employees aware of changes in to prohibit employment discrimination Co. (holding job applicants cannot bring California jury awarded a woman $31 technology that the company may utilize. of any term or condition of employment, disparate-impact claims) with Kleber v. million for her age-discrimination claims Finally, be sure to engage supervisors as well as harassment due to age CareFusion Corp. (considering the lower under the state version of the ADEA. and employees with training on against persons 40 or older. It applies to court’s finding that the law protects preventing age discrimination and how to employers with at least 20 employees; rejected applicants where a job posting Avoiding Age Discrimination internally report in the event of potential labor organizations with at least 25 placed a cap on years of experience). In June, the U.S. Equal Employment issues. members; employment agencies; and Companies are also coming under fire Opportunity Commission issued The State federal, state and local governments. This from lawsuits alleging older populations of Age Discrimination and Older Workers Paul Salvatore is a member of protection also extends to workers who are being illegally excluded from to coincide with the 50th anniversary Proskauer’s executive committee and a are discriminated against compared to receiving certain job advertisements of the ADEA taking effect. One of the former co-chair of its global labor and co-workers age 40 and older. (See Karlo v. on social media—a practice commonly most significant changes in workforce employment law department. He can be Pittsburgh Glass Works, LLC.) Employers called “tailored” or “targeted” advertising. demographics, according to the report, emailed at [email protected]. may offer defenses to ADEA claims, Targeted advertisements and recruiting was the share of workers age 55 and older Send questions or comments to hreletters@ such as showing a characteristic or trait, efforts rely heavily on social-media doubling over the past 25 years. lrp.com.

36 Human Resource Executive®

H12-18p34-36_6Leadership.indd 36 11/15/2018 1:33:15 PM ® HR EXECUTIVE OF THE YEAR Human Resource Executive DIANE GHERSON would like to congratulate Senior Vice President of Human Resources this year’s honorees IBM

From left to right: Voya Financial Senior Vice President of Retirement and Employee Benefits Jennifer Centrone, receiving on behalf of Kevin D. Silva, Dave Kozel, Diane Gherson, Gale V. King and David Almeda.

HR HONOR ROLL HR HONOR ROLL HR HONOR ROLL HR HONOR ROLL DAVID ALMEDA KEVIN D. SILVA GALE V. KING DAVE KOZEL Senior Vice Executive Vice Executive Vice Executive Vice President and President and Chief President and President and Chief Chief People Human Resources Chief HR and Human Resources Officer Officer Administrative Officer Kronos Inc. Voya Financial Officer PVH Corp. Nationwide

Trophies produced by MTM Recognition

H12-18p37_HR_EXEC_YEAR_TY.indd 37 11/12/2018 1:56:59 PM HR Marketplace Liberty Mutual Insurance With Liberty Mutual’s Voluntary Below is a listing of products, services and solutions for Benefits Program, your employees will human resource executives and their organizations. To receive quality insurance coverage, plus exclusive group savings. It’s an effective receive more information from the suppliers featured way to help your employees achieve in this special advertising section, please contact them financial wellness while strengthening your benefits package. We offer a variety directly. of convenient enrollment, payment and service options so employees can choose what works best for them. For more information, www.LibertyMutual.com/ employers or (866) 660-2543.

Cielo Knows Talent is Rising E*TRADE Financial Corporate Services, Inc. Cielo is the world’s leading strategic E*TRADE Financial Corporate recruitment-process-outsourcing Services, Inc. is a premier provider of partner. The industry has verified equity compensation administration Cielo’s reputation for executing management tools. We offer flexible, innovative talent solutions that provide easy-to-use and powerful solutions business impact through numerous for complete equity compensation awards and recognitions, including management, including support for most a leader position on the HRO Today equity vehicles, and seamless access RPO Baker’s Dozen list, PEAK Matrix to stock plan participant services and Leader placement by Everest Group education. To learn more: www.etrade. and Industry Leader designation by com/corporateservices. NelsonHall. cielotalent.com

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People Compiled by Danielle Westermann King

Carey Martin will succeed Before joining Namely, Hagen was clinical strategy Ashley Bugeja David Binkley as chief HR offi cer chief people offi cer at OnDeck. She at UnitedHealth Vuu has been at Whirlpool Corp. also held various leadership roles at Group. named the senior Martin has been Loft, Dow Jones and HarperCollins. Prior to director of human with the company In her new role, Hagen will her work at resources at TA since 2013, serving manage Namely’s people operations UnitedHealth Digital, which fi rst as vice team, and will also share her Group, Chai provides digital- president of human perspective on the future of work served as senior transformation resources for North at industry conferences, including vice president and solutions. America, then as HRE’s Health & Benefi ts Leadership human resources In this role, vice president of Conference and Namely’s HR director for American Savings Bank. Bugeja Vuu will oversee the global HR in 2017. Redefi ned. She has also held HR and leadership employee experience for all of Before joining Whirlpool, she Hagen earned a bachelor’s degree positions at American Express, the the company’s North American held numerous global-leadership in hospitality business management St. Paul Travelers Inc. and Aon employees. Before starting at TA roles at Eaton Corp. Martin earned from Cornell University. Hewitt. Digital, she held numerous HR- a bachelor’s degree from Michigan Chai earned a bachelor’s degree in leadership positions at large tech State University’s Eli Broad College Alexina Chai recently accepted psychology at Carleton College and consultancies, including Infosys, of Business and a master’s degree in a position as senior vice president a master’s degree in organizational Unisys and Computer Science Corp. HR and labor and industrial relations of human resources at Alexander psychology at Columbia University. Bugeja Vuu earned a bachelor’s from MSU. & Baldwin, a commercial real She also holds a mini-master’s degree in psychology and a estate company based in Hawaii. certifi cate in human capital master’s degree in industrial and Namely recently hired Lorna Most recently, she served as management from the University of organizational psychology from Hagen as its chief people offi cer. senior director of business and St. Thomas. Roosevelt University.

38 Human Resource Executive®

H12-18p38_Marketplace_People.indd 38 11/14/2018 2:40:25 PM Facts &

Controversial Companies Compiled by Michael J. O'Brien Illustrations by Marthe Roberts/Shea In a survey of 500 business professionals, 62 percent say they would not work for an organization if they disagreed with its stated social beliefs.

Source: Institute for Corporate Productivity Gender and Opportunity

Forty percent of 738 women professionals surveyed say they’ve missed a promotion or opportunity Talking Politics at Work because they are female. While almost half (49 percent) of 807 U.S. adults Source: Korn Ferry surveyed say they enjoy talking politics with colleagues because it helps them understand other viewpoints, 53 percent admit they limit social What Working Parents Want interactions with co-workers who have differing According to a survey of 1,100 working political beliefs. parents with children 18 and younger living at home, respondents rank work/life balance (84 percent) ahead of salary (75 percent) when considering whether to take a job.

Source: Randstad US

Growth Occupations

High-wage and low-wage occupations are expected to have the highest net job growth from 2018 to 2023 at 5.71 percent and 5.69 percent, respectively. Middle-wage employment is expected to grow at 3.83 percent.

Source: FlexJobs Source: CareerBuilder

Goodbye, Bad Commute Where Are the Higher Salaries?

More than one in five (23 percent) workers have left a job because Sixty-six percent of 1,100 American adults expect salaries to be higher of a bad commute, according to a survey of 2,800 U.S. adults. due to the low unemployment rate, according to a poll.

Source: Robert Half Source: TD Ameritrade

December 2018 39

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Afl ac is more than a product-solution company. We’re a benefi ts-strategy partner. Together, we’ll fi nd new ways to think big — despite market uncertainties — and work side-by-side to get it all done.

From innovative enrollment and administration models to products and services that help you o er more value with less risk and cost, you can reshape the future of your beneﬁ ts strategy with Aﬂ ac.

Visit Aﬂ ac.com/business or talk to your broker or Aﬂ ac sales representative to learn more.

Aﬂ ac herein means American Family Life Assurance Company of Columbus and American Family Life Assurance Company of New York. WWHQ | 1932 Wynnton Road | Columbus, GA 31999.

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