HR Strategy & Planning Excellence - September 2022

David

Paaras Parker, Chief People Officer,

Jasmyn Farris, Chief People Operations Officer, iSeatz

Kevin Silva, Chief Human Resources Officer, Voya Financial, Inc.

Liz Hall, Chief People Officer, Splash

Top Picks

Major HR Challenges Of Today & How To Overcome Them

There has never been a better time to be in HR - Jeff Ostermann, Chief People Officer, Sweetwater

How Learning From 2022 Will Set The Industry Up For Success In 2023

The new normal is about finding satisfaction and autonomy in both your professional and personal lives

- Richa Gupta, CHRO, Globalization Partners

- Heather Smith, Chief People Officer, Flimp Communications

7 Challenges Facing CHROs Today

C-Suite executives share their insights - Brett Farmiloe, CEO/CHRO, Terkel.io

"A New HR Role Focusing Only on Improving EX is Needed"

CHRO Corner

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Navigating Challenges Faced by CHROs Today

The year 2022 can be best described as a transformative year for HR. If the pandemic disrupted the world of work, the aftermath of the pandemic has presented a fresh set of challenges for HR.

The shifting workplace models, digital transformation, changing policies and strategies, and navigating workplace trends like the Great Resignation, Quiet Quitting, and Quiet Firing have kept HR departments busy. Amidst all these, HR also has to determine the ‘right balance’ for the future of work. How can HR face the pressing challenges of today? How can they build the HR team of the future?

As the year draws to a close, now is an ideal time to reflect on the challenges the year has brought to HR leaders and explore how to identify, address, and take hold of the challenges likely to emerge in 2023.

To understand the top challenges facing HR today, HR.com interacted with 7 CHROs who shared valuable insights on the present and future of HR. Topics covered range from best tips on how to lead during a crisis to the new job roles being created by the transformation and the major changes affecting HR within the next few years. Also included are informative articles by HR leaders on the trends and priorities for HR today and tomorrow.

As people re-evaluate their priorities, keeping employees satisfied is the number one priority for CHROs, according to Executive Networks' Jeanne Meister. In her article, CHROs’ Biggest Challenge Is The “Great

Re-Evaluation,” she shares various methods CHROs use to address high turnover rates.

Globalization Partners CHRO Richa Gupta outlines how HR professionals can prepare for the new normal of work in her article, How Learning From 2022 Will Set The Industry Up For Success In 2023,

Terkel.io CHRO Brett Farmiloe in his article, 7 Challenges Facing CHROs Today, lists the top concerns/challenges of CHROs today, as shared by people leaders and C-suite executives.

In brief, HR has been undergoing and will continue to undergo a series of challenges as the competition for talent intensifies: benefits and perks will need to be enhanced, employee engagement will need to be balanced with all other priorities, cybersecurity challenges will need to be addressed and the list goes on. However, these challenges make the job of an HR leader even more demanding, But with those additional responsibilities come great opportunities for leadership potential and career acceleration. There has never been a better time for HR leaders to ensure both individual and organizational health and success.

We hope you find the articles in this issue informative and helpful and, as always, we welcome your valuable feedback and suggestions.

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CHROs’ Biggest Challenge Is The “Great Re-Evaluation”

What methods are CHROs adopting to address high turnover rates?

By Jeanne Meister, Executive VP, Executive Networks

Our new research, “The Global CHRO of the Future” sheds light on the biggest challenges facing CHROs. One key challenge is The “Great Re-Evaluation,” where employees are re-evaluating when, where and even why they work. As people re-evaluate their priorities, keeping employees satisfied is the number one priority for CHROs.

According to the research, three-quarters of CHROs indicated that talent retention and attraction are their key priorities. Eight in 10 global organizations (83%) are facing a significant talent retention problem and 50% of those respondents said their retention problems are limited to high-demand roles. The top factors CHROs attributed to higher levels of voluntary turnover include stress and employee burnout, lack of visibility into career advancement and development, dealing with work life balance issues, and requests for increased compensation.

HR leaders are under pressure to stem the tide of resignations and help companies re-think what will make employees want to stay. Recruiting new talent isn’t the only answer. In many cases, employees are re-evaluating their priorities and purpose and employers need to better understand how to provide employees with success by staying put.

Three in 10 respondents (28%) expect their budget for employee well-being programs to increase by 10 –19% over the next 12 months, indicating an awareness that reducing stress, burnout and work life balance issues can make a difference in rising turnover rates.

The survey identified these additional methods that CHROs are using to address high turnover rates:

Creating Internal Talent

Marketplaces – 73% of survey respondents have internal talent marketplaces but 32% of those are limited in scope.

Increasing Employee Referral Bonuses – This can be a cost-effective way to tap into a large, qualified labor pool of passive job seekers. Mastercard launched an employee referral program with a cash reward that was double-totriple what was offered previously, resulting in a four-fold increase in applications through referrals.

Removing Barriers to Entry – IBM created structured apprenticeship programs and an internal learning platform, which are especially beneficial for those without a college degree.

Launching In-House Staffing Agencies – Employers become both the vendor and the employer, eliminating the middleman and sourcing talent in a cost-effective way.

Funding Free College Education For Frontline Workers – Tyson Foods is funding $60 million over four years, providing all of Tyson’s 120,000 U.S. workers with the ability to attain master’s, undergraduate and associate degrees, career certificates, and literacy and technology fundamentals as an educational benefit to attract and retain both knowledge workers and hourly workers.

The past two years have changed the way we work in profound ways and return to office has become a crucial concern for CHROs and members of the C-suite. Employers need to define flexible work practices inclusive for all employees and re-imagine the new role of the office, as it will encourage in-person collaboration

and create a vibrant community in the office.

Not only are CHROs and human resource leaders facing retention and recruitment challenges but they have expanded their roles over the past two years, especially in the areas of crisis management, governance, compliance and stewardship of the board.

HR leaders are grappling with a more complex, ever-changing marketplace and global economy. CHROs who anticipate their organization’s future are not only in a position to outperform competitors, but also can position HR as a strategic driver of the business.

Jeanne Meister is the Executive Vice President of Executive Networks, a senior peer community for global 1000 human resources leaders, and the author of “The Global CHRO of the Future” research study, a new Executive Networks survey of Chief Human Resource Officers (CHROs) employed at Global 1000 organizations.

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CHROs’ Biggest Challenge

Major HR Challenges Of Today & How To Overcome Them

There has never been a better time to be in HR

By Jeff Ostermann, Chief People Officer, Sweetwater

Throughout 2022, there have been major changes to the workplace. Economic uncertainty, post-pandemic adjustments and the continuation of long-term labor market trends have combined to shape a new set of employee expectations and organizational challenges.

For those organizations that remain focused on delivering outstanding results, the importance of navigating these dynamics is critical. Fortunately, this season presents an opportunity for skilled HR leaders to chart a course to deliver exceptional outcomes. Now more than ever, all business leaders (including CEOs and boards) recognize that talent attraction, retention, engagement, and optimization will determine their future.

Driving Growth

One of the primary opportunities for HR leaders today is wielding their influence to drive growth during these uncertain and volatile economic times. Companies are experiencing a fluctuation of talent while searching to find the right human resources delivery models, precise organizational structure, and solutions for attracting and retaining key talent.

To fully leverage this opportunity, HR leaders need to proactively identify the strategic talent needs and

talent strategies for the future of their company. Mapping key positions and strategic succession planning is critical for the team to function effectively and efficiently both today and into the future. A company’s ability to attract customers and to deliver great customer service starts with the organization’s workers and leaders. When HR leaders look out beyond today to what the organization will need tomorrow, they help lift the entire organization’s vision beyond the near-term horizon and create optimism that transcends the current environment.

Balancing the Tight Labor Market

While looking to the future, HR leaders cannot lose sight of also addressing present realities. Companies are facing the challenge of balancing a tight labor market with economic headwinds that may cause a re-evaluation of hiring pace and company needs. The number of candidates for available jobs is low, resulting in high competition to hire them, all while businesses may be succumbing to the pressures of sustaining workforce costs amid the economic turmoil.

This is where scenario planning comes in handy. HR leaders must prepare for a range of economic and business possibilities to ensure they have a plan in place for any situation that may come their way. Banking on only one outcome can harm the company and its employees when the market shifts and leadership finds out they guessed wrong. Strategizing through various possibilities is not only prudent but absolutely necessary given the rapid changes all around us

Creating Meaningful Engagement PostPandemic

With work-from-home being so prevalent today, HR leaders are also facing a new challenge of creating meaningful engagement among employees. Survey after survey reveals that employees still want strong work relationships and to be a part of doing meaningful work while working remotely. However, other surveys have found that working from home

When HR leaders look out beyond today to what the organization will need tomorrow, they help lift the entire organization’s vision beyond the near-term horizon and create optimism that transcends the current environment.

continues to have a negative mental health impact on many employees, especially those who are not getting a steady level of in-person interaction.

Employers must look at ways to facilitate close personal interactions, including equipping managers to provide purpose, praise, and meaningful constructive feedback. Leaders should look for smart ways to be more accommodating to employee needs, including making sure employees feel heard and valued, fostering personal connections, planning virtual get-togethers, and encouraging health and wellness. The best leaders look for ways to grow their team through personal connections and engagement by having all communication from HR lead with empathy and understanding. Since the pandemic, there is no longer a clear separation between an employee’s personal and professional lives. A struggle in one area can bleed over into another, affecting performance, engagement, and productivity. It’s important for employers to have an Employee Assistance Program (EAP) in place, with confidential resources easily accessible to help combat this.

By focusing on driving growth through strategic talent foresight, navigating the tight labor market through scenario planning, and creating meaningful engagement with and among employees, there has never been a better time for HR leaders to ensure both individual and organizational health and success.

Jeff Ostermann is responsible for providing leadership to Sweetwater’s Human Resources group while also continually developing new ways for the company to invest in the growth of its team members to further its unique and industry-leading culture. Jeff came to Sweetwater in 2012.

Would you like to comment?

Cyndi Wenninghoff has over 10 years of experience working in human resources in various industries including advertising, insurance, and technology. She is the Employee Success Manager at Quantum Workplace, based in Omaha, Nebraska. At Quantum Workplace, she oversees the Employee Success area which is responsible for employee engagement, recruiting, DE&I, onboarding, and retention efforts. Previously, she was the Director of Human Resources at SilverStone Group, a HUB International company as well as the Head of Talent at Bailey Lauerman.

In an exclusive interview with HR.com, Cyndi talks about her HR journey and shares valuable insights on the important role of CHROs today, the changes she would like to bring into her organization, the future of HR and much more.

Inspiring the Next Generation of HR Leaders CHRO CORNER

Where do HR leaders draw inspiration from? What are their worst nightmares? How did they stand the test of the changing times?

In this segment, we will trace your journey to the top.

This is your story - a story that is made of extraordinary accomplishments, methods that helped you overcome adversity, innovative programs that you led, and fundamental changes that you brought in. It's your chance to inspire the next generation of leaders.

Exclusive Interview with Cyndi Wenninghoff, Employee Success Manager, Quantum Workplace

Excerpts from the interview:

Cyndi: I started my HR career at The Knot as an HR Generalist and was there for four years. I had an incredible manager who gave me the freedom to explore different aspects of human resources. I had a short stint in manufacturing and then worked in HR in the advertising, insurance, and now technology industries. The biggest impact on my career has been working for organizations that believed in me and gave me the freedom to do great work. I love building, enhancing, and developing new initiatives. I thrive in these environments. I’ve always had the privilege to work for organizations that really care about people. You can’t work in HR without caring about people, and those missions need to align to be successful.

QWhat has your HR journey been like and what influenced you the most to have a positive impact on your career?

Cyndi: The CHRO is arguably one of the most important roles on an executive team. They must know the ins and outs of every piece of the business and partner really well with the CEO and CFO. CHROs make decisions every day that impact the lives of not only employees but also their families. A great CHRO is a champion for the people while balancing the needs of the business. This has become crucial in the past several years. Companies that navigated the Covid-19 pandemic well had strong HR leaders at the top. As the workplace continues to change, the role of the CHRO will become even more important to help leaders understand that employee success leads to business success.

QWhat are the top three things CHROs need to address in preparation for current and future needs?

Cyndi: Adaptability. What people want in a workplace is rapidly changing, as we’ve seen throughout the last several years. Social media influences work trends, meaning HR leaders have to respond quickly.

Compensation. Employee compensation is at a point where many are underpaid. When hiring new talent at higher-than-expected salaries, this creates all sorts of complications resulting in compensation adjustments for other employees that may not have been budgeted for. Companies will need to regularly analyze the compensation of current roles and have a plan to adjust accordingly.

Putting Employees First. During the pandemic, we saw a major shift to address employee needs during unprecedented times. Many organizations saw success from this strategy. However, some organizations have shifted back to the pre-pandemic mindset. The problem is, work has changed from what it was. However, one thing is certain. Prioritizing employees helps not only employees succeed, but helps meet business goals. If we get back to that strategy, organizations will continue to see success in the ever-changing world of work.

Name: Designation: Company:

Total number of employees: When did you join the current company: Total experience in HR: Hobbies:

Cyndi Wenninghoff, PHR SHRM-CP

Employee Success Manager Quantum Workplace 130 December 2020

11 years

Running, podcasts, reading, gardening, being outdoors!

What book are you reading currently?

Essentialism by Greg McKeown

What do you have to say to those who are still struggling to find a place in the boardroom?

Cyndi: ’Don’t give up! Stand up for yourself. Don’t be afraid to ask for what you want. Find an ally that is on the board. Use data and metrics to prove the work you’re doing is impactful and connect them with the goals the organization is trying to achieve.

Cyndi: Quantum Workplace is transitioning from a primarily Omaha-based organization to a hybrid workforce, with employees in 23 states. We need to constantly be thinking of the employee experience for all of our employees, and still maintain the same culture we had when all employees were based in Omaha. The Employee Success team strategizes on this annually and then looks at it monthly, keeping a pulse on our workplace culture.

How important has the role of CHRO become in today's world of work?

QWhat fundamental change(s) (in terms of culture) do you plan to bring into your company?

To help with our culture efforts, I’d like to continue to offer all-company retreats. We just wrapped up our first Qwirk Days since the pandemic in August 2022. It was incredible to get all our employees in one place to create memories, reinforce our values, and connect Qwirks from across the U.S.

and having the ability to track usage of well-being initiatives will be imperative to pivoting and improving where needed. Employee well-being initiatives your company is taking will also continue to become more and more important to promote and share during the recruitment process.

Cyndi: Economic Conditions. This is the first time many employees are working during a recession. This is why HR leaders will need to be adaptable so they can maintain and even improve the employee experience. It’s important to plan for economic changes, especially recessions, far ahead of their start so the HR and Leadership teams are aligned and actions can be taken swiftly where needed.

People Analytics. The numbers never lie, and people analytics are the CHROs’ best way to advocate for changes within an organization. Being able to tell a story with data to sell an important wellness initiative to a CEO, open up a few new roles in a department that is struggling, inform talent decisions, etc., all promote a better employee experience and help to mitigate risk. Having the tools and knowledge to easily pull these numbers is essential.

What is your leadership mantra?

Cyndi: Hire great people and get out of their way.

Employee Well-being. While the pandemic has already shifted HR’s focus toward employee well-being, HR leaders will need to continue to analyze and update employee well-being initiatives. Asking for feedback from the company on current wellbeing initiatives Would you like to comment?

QWhat are some major changes you see affecting HR within the next few years?

Marshall Goldsmith

Executive Coach

Ten Business Thinker Author/Editor

Courtney McMahon Vice President of People Analytics Colgate Palmolive

Beverly Troxtell Head of HR Change Management & HR Evolution PayPal

Linda Cai Head of Talent Development LinkedIn

Melanie Tinto CHRO Wex

Nikita Steals Head of Talent Acquisition Capital One

Dave Sachs Senior Director People Analytics and Data Science Northwestern Mutual

Ryan McCrea Head of Learning & Development Atlassian

Inspiring the Next Generation of HR Leaders CHRO CORNER

Where do HR leaders draw inspiration from? What are their worst nightmares? How did they stand the test of the changing times?

In this segment, we will trace your journey to the top.

This is your story - a story that is made of extraordinary accomplishments, methods that helped you overcome adversity, innovative programs that you led, and fundamental changes that you brought in. It's your chance to inspire the next generation of leaders.

Paaras Parker joined Paycor in 2022 from Kroger, where she most recently served as Head of HR for 84.51°, Kroger’s technology & digital and alternative profit unit. Paaras is a seasoned leader with deep experience in talent acquisition, organizational and leadership development, diversity, equity & inclusion and learning and has held high-level HR roles at Macy’s and Global Novations.

In an exclusive interview with HR.com, Paaras talks about her HR journey and shares some insights on the current HR challenges, how to build the HR team of the future and so on

Exclusive Interview with Paaras Parker, Chief People Officer, Paycor

Excerpts from the interview:

QWhat has your HR journey been like, and what influenced you the most to positively impact your career?

Paaras: I am so thankful for my journey. Specifically, my journey helped me learn early on how important people are to any business. A group of engaged, motivated employees can accomplish more than many can imagine. Having positive, badass influential women leaders early in my career made the impossible feel possible. The presence of great male leaders and mentors helped me see and jump obstacles more effectively.

Name:

Designation: Company:

Total number of employees:

When did you join the current company:

Total experience in HR:

Hobbies:

What book are you reading currently?

Paaras Parker Chief Human Resources Officer Paycor

Approximately 2500

January 2022

20+ years

Reading, running, yoga

The Culture Code (have this on rotation – always a good tidbit to pick up)

& The Most Beautiful Girl in Cuba

What were your challenges during the early days of your career compared to those of today?

Paaras: In the early days, I was figuring out what doors to unlock early, how to create meaningful networks, and how to never lose the relentlessness to learn. Now, it’s all about finding ways to do this for others, in ways that are meaningful to them. The learning hasn’t changed though. I can learn something from everyone, everything, and each interaction. If I don’t – that’s a miss on my part.

QWhere do you draw inspiration from? What do you have to say to those who are still struggling to find a place in the boardroom?

Paaras: I love what I do so much that I find inspiration every place I go. I’m constantly observing how team members are treating each other, the impact one employee can have on a “room” and when I see something, I always stop to ask the person about their journey, story, what makes them so engaged, etc. It’s always a great learning opportunity to hear what’s made an impact on others.

What are your best tips on how to lead during a crisis, uncertainty, or change?

Paaras: I think being a point of certainty in uncertainty drives confidence. I think people are more understanding of making a decision and having to change it vs. living in what may seem like uncertainty to them. Declare, redeclare and communicate as often as you can.

QWhat according to you is one of the most overlooked issues facing HR today?

QDo you see any new job roles being created by the transformation?

Paaras: We will continue to see growth with strategic business partners, talent development and a refocus on diverse employee experiences and communication.

QWith so many changes happening, how do you build the HR team of the future?

Paaras: I am constantly seeking out people who aren’t satisfied with the status quo. People who like to challenge their own thinking and are obsessed with learning about the business they are working in. The more you really know and love the work, the easier it is to be constantly looking for ways to do and support it better. When someone has worked someplace for a long time and can appreciate what got them there while being excited about how to make it better is the special sauce. Doesn’t mean you don’t value what you did, just means you have the ability to see that we can always improve. That’s even more important now than ever before.

Paaras: In business in general, we need to continue to focus on leaders and empower them to empower and enable their teams. Great people leaders make a huge difference in any organization. We tend to invest more in technical skill development but the ability to lead and motivate others is going to continue to rise. Ensuring that leaders have great tools to take care of administrative tasks and ensuring they refocus that time on getting to know what motivates their team members is key. Would you like to comment?

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How Learning From 2022 Will Set The Industry Up For Success In 2023

The new normal is about finding satisfaction and autonomy in both your professional and personal lives

By Richa Gupta, Globalization Partners

The year 2022 has been transformative for the HR industry, and as this year begins to draw to a close, now is an ideal time to reflect on the challenges that the year has brought to HR leaders and to explore how we can better prepare ourselves and our organizations to overcome some of the same challenges in 2023.

Preparing for the ‘New Normal’

Starting in 2020, we were thrust into a very different world and what is now being referred to as the “new normal.” The new world of remote and hybrid work offers an opportunity for both employers and employees to focus on better work-life balance, mental health, professional training, and employersupported self-improvement, as well as increased benefits and compensation.

As HR professionals, it is our job to empathetically listen to the wants

and needs of our employees and ask the simple questions that are often overlooked, especially when working for a global remote or hybrid company where not everyone interacts face-to-face. The ‘new normal’ is not about doing less

with more, or working 24/7 when working remote or hybrid; it’s about finding more satisfaction and autonomy in both your professional and personal lives. After all, happy employees are proven to be much more productive and successful than unhappy ones.

Providing Better Remote Onboarding

Whether your organization is making the transition to remote work with its current team or trying its hand at hiring remote talent for the first time, both require engaging and thorough onboarding processes. According to a 2020 survey by Workable, 37.4% of employees said that remote onboarding or training were major challenges for their organization during the pandemic.

Onboarding and training are the first – and for some remote staff, the only – real, face-to-face time prospective candidates or new hires have with current team members, and this is what sets remote employees up for longevity and success at an organization. So, prioritizing live video conferencing (not just recordings) for training, making communication effortless and accessible, and being extra thorough when it comes to engaging with and assisting your new remote staff through the onboarding process are what will help guide your recruiting process towards the path to success.

Organizations will find that when they walk-the-walk when it comes to promoting a company culture that encourages and fosters inclusion at all levels, their teams will benefit from increased productivity, better employee performance and improved decision-making capabilities. The companies that find the most success will be those that make their team members feel respected and understood by fostering an inclusive working environment that

properly reflects the diversity of ideas and identities within their organizations.

Putting an Emphasis on Employee Mental Health

Burnout and struggling to maintain a healthy work-life balance are issues that employees were trying to navigate well before 2020. Then when the shift to remote work took place, these became even more prevalent, pressing issues to address.

According to a 2022 poll from Fishbowl by Glassdoor, 54% of professionals reported that they are unable or do not believe they can fully unplug from work even while using their paid time off. When employees work and live in the same space, unplugging from the workday can become increasingly more challenging, which is one area where an organization should chime in to try and help alleviate some of the stress caused by the typical workday. This can be done by offering support and benefits not just in the form of financial compensation, but by offering mental health services, encouraging routine breaks, and allowing employees to have more control over their work schedule.

Maintaining High Rates of Productivity and Employee Engagement

When you speak about remote work, the conversation about employee engagement and productivity levels is not far behind. With the first wave of

the pandemic, many of those who could turn to remote work found it challenging to balance employee engagement and productivity. While it is possible to continually evolve these practices, a great place to start is to let your employees know that you value them and the work that they do. You can show this by adopting a more hands-off approach as a manager or by continuously providing opportunities for them to evolve their skill sets and foster their personal career goals.

Employee engagement and productivity often work in tandem with one another, so if you create an environment where remote workers feel as integral and valued in the company as their in-office counterparts, their productivity and quality of work will reflect that sentiment.

Richa Gupta is the CHRO at Globalization Partners. Gupta brings over 20 years of robust technology human resources experience, with a focus on managing HR for global, complex organizations that are undergoing transformations and defining industries. Previously, Richa held senior leadership roles at GE, PayPal, and, most recently, as Chief People Officer at health tech platform Castlight Health.

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Inspiring the Next Generation of HR Leaders CHRO CORNER

Where do HR leaders draw inspiration from? What are their worst nightmares? How did they stand the test of the changing times?

In this segment, we will trace your journey to the top.

This is your story - a story that is made of extraordinary accomplishments, methods that helped you overcome adversity, innovative programs that you led, and fundamental changes that you brought in. It's your chance to inspire the next generation of leaders.

Kevin Silva is CHRO at Voya Financial, Inc. (NYSE: VOYA). In this role, Silva is responsible for Human Resources, Corporate Responsibility and Voya Foundation and directs a strategy aimed at building the organization’s human capital by attracting, retaining and developing world-class employees. Silva also serves on Voya Financial’s Executive Committee. Silva joined Voya in 2012. Previously, he served in senior HR leadership roles at Argo Group International, MBIA Insurance Corporation, Merrill Lynch Capital Markets, MasterCard International and PepsiCo Management Institute/PepsiCo.

In an exclusive interview with HR.com, Kevin talks about his HR journey and shares valuable insights on the current HR challenges, Quiet Quitting, boosting engagement in today’s workplaces, the future of HR and much more.

Exclusive Interview with Kevin Silva, Chief Human Resources Officer, Voya Financial, Inc.

Excerpts from the interview:

Kevin: I knew that I wanted to get into the people business – to fully understand how one recruits, develops, trains, promotes and grows an effective team. What motivated me to start in HR was an early realization that one can only do a certain amount as a single contributor. You can multiply your efforts when you have a team. However, you can only be as good as the team that surrounds you – and only as good as the weakest link on that team. That realization came to me early in my career when I was a sales manager for Keebler. The more I built teams, the more personal satisfaction I got and the more I could magnify my own efforts and contributions at that moment.

QWhat has your HR journey been like, and what influenced you the most to positively impact your career?

What inspires you about your role?

Kevin: Starting a career in HR also helped me to find my personal purpose in life, which is to unlock the full potential of others. I've gotten great satisfaction from that personal purpose. Nothing is more inspiring or rewarding than knowing that I’ve made a difference in someone’s life and helped that individual build their career.

How do you see workplace culture evolving right now?

Kevin: One of the biggest recent drivers of culture change is the fact that employees are having a major impact on shaping and driving culture. They’re bringing to their employers their key life priorities; the social issues that they’re wrestling with; the family issues that they’re navigating; and health and wealth issues as they go through in different phases of life. They are bringing these issues and challenges to their employers individually, as well as through employee surveys, and participation in employee resource groups. Additionally, employers are bringing cultural priorities in terms of remote working; work-life balance; expectations around leadership behaviors and values. It is the consideration of all of these issues that are forming company cultures.

Name: Designation: Company: Total number of employees: When did you join the current company:

Kevin Silva Chief Human Resources Officer Voya Financial, Inc. 6,000 2012

Total experience in HR: Hobbies: What book are you reading currently?

Kevin has more than 40 years of experience in senior HR leadership roles.

I enjoy playing the guitar, riding my motorcycle, and mentoring individuals.

Relational Intelligence: The People Skills You Need for the Life of Purpose You Want, by Dr. Dharius Daniels

Kevin: I’m not sure if it’s overlooked or needs to be improved upon, but one of the most important issues facing HR today is the employer’s ability to fully embrace diversity and inclusion in such a manner that it unlocks the full potential of every employee, recognizes the different set of issues and challenges employees face and allows us to engage our employees in such a way that they can contribute at their maximum level. Additionally, mental health needs to be addressed as equally as we address physical health. Financial literacy, financial independence, and financial planning have become equally important for most employee populations.

QWhat according to you is one of the most overlooked issues facing HR today?

QWhat can HR do about “Quiet Quitting?”

Kevin: Although Quiet Quitting is a new term, it’s not a new concept to savvy employers. There are multiple reasons that some employees may disengage, may under-contribute, or may be less productive or unsatisfied in the workplace. The effect of any one of these yields an unhappy employee and disappointed employer. In understanding Quiet Quitting, it’s important to recognize that employees have different motivations, needs and concerns. Therefore, there may not be one universal answer to address the Quiet Quitting effect. In fact, it is incumbent on employers to have mechanisms, processes and conversations that are necessary to understand their employees and the barriers to those employees reaching their full potential. The answer for one employee may be compensation, promotion, or recognition, and the answer for another employee may be flexible work hours, mental health support, or regular feedback from one’s supervisor on their career growth.

QWhat advice do you have for HR pros to help boost employee engagement and retention in a remote, hybrid, or otherwise changed workplace environment?

Kevin: I would first say to increase communication and information flow and seek active participation

in both running the business and solving business problems. Next, is to ensure employees have the technology, tools, processes, and information to be engaged in a remote environment. Third, is to monitor the ability of employees to make impactful contributions and correct issues that are in the way of making those contributions.

Kevin: The HR team of the future needs to have a passion for people and unlocking their full potential, as well as an understanding of the business and how to deploy human capital to increase financial capital. The HR team also needs to have contemporary ideas of diversity, inclusion and equity, and the knowledge to build and support a diverse working environment. Finally, the team needs to understand that COVID-19 and remote working has forever changed work processes and work preferences for a large portion of the global workforce.

Would you like to comment?

QWith so many changes happening, how do you build the HR team of the future?

Heather Smith is Chief People Officer and Sr. Account Executive at Flimp Communications. She is a hands-on HR and business leader with over two decades of experience spanning human resources and operations. Prior to joining Flimp, Heather served as Vice President of Human Resources at Fidelity Investments, where she worked with leadership to set the direction of the company’s goals. During her tenure, she managed several key HR improvement projects that positively impacted over 5,000 employees in the business unit.

In an exclusive interview with HR.com, Heather talks about her HR journey and shares valuable insights on the current and future areas of focus for HE, news job roles, her leadership mantra and so on.

Inspiring the Next Generation of HR Leaders CHRO CORNER

Where do HR leaders draw inspiration from? What are their worst nightmares? How did they stand the test of the changing times?

In this segment, we will trace your journey to the top.

This is your story - a story that is made of extraordinary accomplishments, methods that helped you overcome adversity, innovative programs that you led, and fundamental changes that you brought in. It's your chance to inspire the next generation of leaders.

Exclusive Interview with Heather Smith, Chief People Officer, Flimp Communications

Excerpts from the interview:

Heather: My journey has been amazing and I am grateful for how I fell into HR. I actually studied marriage and family therapy and, a few years out of college, I was lucky enough to accidentally stumble into an HR role with Fidelity Investments, a Fortune 500 company. Initially, I accepted the role to build up my business acumen while attending grad school. I climbed the ladder at Fidelity through hard work, grit, and my own advocacy, and, ultimately, I made it to the top of the ladder as the head of HR. In total, I learned a lot in my 24 years with the company. I took many of those learnings with me into my role as CPO at Flimp Communications.

QWhat has your HR journey been like, and what influenced you the most to positively impact your career?

In terms of the thing that helped keep me focused on a career in HR, it was knowing I was making a positive impact on employees and managers. It was clear many folks didn't have the tools in their personal and professional toolkit to work out their workplace problems. They struggled to be objective and understand the nuances of building a positive working environment. I realized I was able to help guide so many of these employees on the right path because of my background in HR, but also because of my nontraditional degree in therapy.

Heather: HR needs a seat at the C-Suite table more than ever. Covid elevated the role of HR leadership beyond the functional department head to critical partner to the CEO. In order to navigate all the nuances of the new normal and the new remote workforce economic situation, HR leaders bravely stepped up to steer the organization both reactively and proactively. They expanded their ability to handle rapid-fire crises and address issues like health and safety, relocation, office protocols, and testing protocols, on top of ongoing initiatives like DEI programs, benefits realignment, and retention.

Name:

Designation: Company:

Total number of employees: When did you join the current company:

Total experience in HR:

Heather Smith

Chief People Officer and Sr. Account Executive Flimp Communications 46 2020

25+ years

Hobbies: What book are you reading currently?

Supporting my local community through a charity I founded, the Hopkinton Community Partnership

One Drop by Yaba Blay and The Power of Positive Thinking by Norman Vincent Peale

Heather: One of the most overlooked issues facing HR today is communication -specifically, how HR leaders listen to and communicate from the leadership table. As an HR leader, you have to continually advocate for your employees (to leadership) and use your voice to help the organization and its people advance. You also have to remember that employees build trust in HR through authentic communication. Being direct, transparent, and empathetic will win respect and increase employee engagement. Meaning, they will listen when you have important messages you need to convey. Whether that means they open your emails, explore resources you provide like benefits-enrollment portals or HR microsites or drop by your office for a one-on-one. Engagement starts with communication and trust.

QHow important has the role of CHRO become in today's world of work?

QWhat according to you is one of the most overlooked issues facing HR today?

Heather: Given the economic crisis, the lack of staffing and resources, and the headlines speculating about a continued rise in the “quiet quitting” trend, CHROs should be focused on the following three areas:

Prioritize employee happiness. Survey employees on what really makes them happy. Ensure managers and supervisors schedule regular check-ins with employees to get a pulse check on how they’re doing. Ask that they be done in person or on video when possible. Read employee body language and ask open-ended questions such as “is there anything missing for you here that you need to feel happier?”

It’s no surprise that a reason many people stay in a job longer is that they feel strong camaraderie with their teams and managers. One-on-one check-ins outside of daily working meetings go a long way to keep the focus on employee well-being and happiness.

Evangelize your benefits. Benefits help you differentiate your company from prospective and existing employees. They demonstrate how you prioritize their medical and financial health. It can be a point of pride for employees to brag about the great benefits they have and an excellent way to improve retention, but only if they KNOW how great they are.

Make flexibility part of your culture. You can’t ignore the overwhelming amount of workers that now prioritize their work-life balance. According to Gallup’s State of the Global Workforce report, more than a third of workers that can do their jobs from home want to stay remote permanently. Give employees incentives to return to the office, however, when performance isn’t at play, provide flexibility. It’s the new normal and fighting the norm without a good reason will lead to wasted time, energy, productivity, morale, and great employees.

QWhat are the top three things CHROs need to address in preparation for current and future needs?

Heather: There is a need for a new HR role that focuses solely on improving the employee experience. Many times, HR will send out climate surveys in an effort to determine what employees want or need. However, HR teams are usually too busy putting out fires to focus on proactively addressing employee responses never mind the needs that arise.

The creation of a dedicated “people experience” role ensures that employees are happy and managers are happy with their employees. In the past, this happiness quotient was a “nice to have” for employees, but now it’s mandatory. The reality is if you don’t have someone dedicated to better-serving employee needs for benefits, flexibility, and overall happiness, you’re going to lose people. The perks matter, communication and listening matter, and action matters to this new in-demand workforce. Adapt or risk losing the best employees you have. Being happy at work is key to keeping employees and managers, and ultimately creating an organization that produces positive results for the business, the customer, and the employee year after year.

Heather: The main shift happening in HR is an increase in adaptability and flexibility. We’re used to HR being a traditional functional area that’s slower moving, paperwork heavy with priorities driven by the executive team. HR has changed in a major way over the last few years into a role that is anything but traditional. The Great Resignation and improving employee experience to solve retention challenges is a massive undertaking with HR teams shifting focus on employee happiness, DEI programs, recognition, perks, benefits plans, and more.

New technology is another factor. More tools and data sources are added to the workforce regularly, creating a need for more education, training, and productivity demands. While employees scramble to keep up or disengage in a “quiet quitting” of sorts, HR helps ease the transition as best they can to help everything run smoothly.

These ongoing changes (and many more) make the job of an HR leader even more demanding, but with those additional responsibilities come great opportunities for leadership potential and career acceleration.

QWhat is your leadership mantra?

Heather: My leadership mantra has always revolved around just being myself. I try to be transparent, so my colleagues can anticipate my actions and understand how I operate. I believe building genuine relationships is key to being a successful leader. I’ve always led my teams with the core tenants of respect, recognition, and empowerment. Oftentimes, I’ve spoken about knowledge being power. The more you share knowledge with your employees, the more empowered they feel, which leads to feeling respected to do their jobs in their own way. True leaders create more leaders.

Would you like to comment?

Do you see any new job roles being created by the transformation?

What are some major changes you see affecting HR within the next few years?

Inspiring the Next Generation of HR Leaders CHRO CORNER

Where do HR leaders draw inspiration from? What are their worst nightmares? How did they stand the test of the changing times?

In this segment, we will trace your journey to the top.

This is your story - a story that is made of extraordinary accomplishments, methods that helped you overcome adversity, innovative programs that you led, and fundamental changes that you brought in. It's your chance to inspire the next generation of leaders.

David Vu, VP of People, Local Logic is a tech leader with a decade of experience building teams, introducing progressive HR initiatives, and establishing cultures for various startups. People first is the philosophy he has adopted as an HR leader. He believes that employee experience is connected and starts from your first interaction with a candidate all the way to your last day with your team mate (and even beyond).

In an exclusive interview with HR.com, David talks about his HR journey and shares valuable insights on workplace culture, leading during a crisis, the upcoming HR trends and so on.

Exclusive Interview with David Vu, VP of People, Local Logic

Excerpts from the interview:

QWhat has your HR journey been like, and what influenced you the most to positively impact your career?

David: My HR journey is not a typical path that most would have taken because I started my career at an agency as a recruiter working with some notable tech startups. But I knew that becoming an HR leader required a holistic approach that could only be developed internally. That’s when I made a leap in-house, where I’ve been a part of various startups from seed to series B. Looking back at my journey, I can pinpoint the moment that I believe had the most positive impact on my career. In 2018, I joined Ezra, an AI health tech startup (based in NYC), as employee number one I had to wear multiple hats and take on all sorts of responsi bilities which tested my ability to solve problems with limited resources. That perspective has contributed to who I am as a leader. “You can always do more than you think!”.

What inspires you about your role?

David: What inspires me about my role on a daily basis is that my actions along with the People Team’s work have a positive impact on people's growth (personally and professionally). It’s extremely fulfilling to see teammates accomplish great things and become leaders in the organization. I also find great inspiration personally when I see our team come together and attain great success in the face of uncertainty. My goal as a leader is to create an environment for people to be the best version of themselves.

How do you see workplace culture evolving right now?

David: The pandemic has shifted the workplace culture forever. Companies need to rethink how to approach communications in this new work environment. As it has been proved that working remotely and being productive can co-exist, companies need to prioritize company culture at the top of the list, which includes having initiatives such as recognition in place. Expectations have evolved and at the top of the list are things such as recognition, professional development and flexibility in your work hours.

In the new remote work environment, companies don’t need to have a presence in a city anymore to compete for talent. This has opened a lot of doors for companies and candidates. The difference between a good company culture and a great one is significant, which results in attracting and retaining good talent versus transformative ones. In this new environment, talent is everything.

What are your best tips on how to lead during a crisis, uncertainty, or change?

David: There are key steps that every leader needs to follow during a time of crisis, uncertainty or change:

Clear Communication: Your team is looking at the leaders in the company to help them make sense of the situation and provide reassurance that action is being taken. Communication must be frequent and often.

Name: Designation: Company: Total number of employees: When did you join the current company: Total experience in HR: Hobbies: What book are you reading currently?

David Vu VP of People Local Logic 36 March 2021 11 years

Love to stay active (i.e. play basketball, golf, workout), collecting sneakers and pop art

Principles by Ray Dalio

Have a Plan: Set out clear next steps to tackle the situation from the company level to the team level. The plan doesn’t have to be perfect, there just needs to be one. Not having a plan will ultimately create anxiety and lose the trust of your team.

Remain Calm: Perhaps, the most important tip, because your energy can dramatically impact others in your team. Being calm allows you to face the issues objectively and not take impulsive actions.

Be Open and Transparent: The worst thing you can do in a crisis situation is to try to control the narrative. It will always backfire and you will lose the trust of your team. Remember you are in this together, so lay it out for them but be optimistic because they need to know they will get through this together.

Leaders Need to be Available, Visible and Accessible: Lack of visibility or perceived inaccessibility from key leaders can breed unnecessary anxiety which can compound itself. The leaders in the company should be available and accessible.

David: Align yourself with the company’s objective to demonstrate the value that you provide. The leaders in your company need to understand the importance of having a voice that represents your people. Your position in the boardroom will provide great context for the data because of the unique perspective that you experience from the employees on a daily basis. As an HR leader, it is your job to convince the leadership/board that the information you provide will have a major impact on the direction of a company. The days of HR / People Team being reactive and merely executing policies is antiquated because the role has transformed to become more strategic than ever before - HR is becoming an intricate business partner that works collectively with various departments to come up with creative solutions.

David: The new types of jobs I see being created by the transformation include internal communications roles, remote work operations roles, employee recognition roles, internal coaches, and HR experts with cross-border knowledge, as companies start to hire talent globally. As I’ve outlined before, HR roles have evolved and will continue to evolve as the work environment shifts over the next decade. There will be new roles that we don’t even see today.

Work Anywhere - Shift in the future of work migrating to a more distributive, work enabled, hybrid or remote work environment is here to stay so companies need to continue to adapt to stay competitive.

People Analytics - Data will be more important than ever before to help companies make better decisions in a fast pace and continuously changing environment. Real-time data will be required to navigate all the challenges.

Access to Global Talent - Outsourcing talent will continue to become the norm because skilled talent will want to have the flexibility to work on multiple projects with different people all the time. This will create a constant pipeline for skilled outsource talent around the world that will be focused on projects.

David: Some of major changes that I see affecting HR within the next few years include:

New Technology - AI or blockchain to speed up a lot of the standard HR processes or enable professional data to be more open, transparent and accessible via the blockchain. I believe technology like NFTs will play a major role in transforming HR and the data that it represents. Companies will need to quickly learn, educate and adapt to all these changes or lose out on their competitive advantage in the market, especially in the talent space.

The rise of DAOs - The rise in new types of organizational structures that we haven’t seen before will force companies to compete for talent against untraditional companies. DAOs will learn from traditional companies and companies will learn from DAOs. I’m going to be watching this trend carefully as this is an area I believe will grow over the next decade.

Would you like to comment?

What do you have to say to those who are still struggling to find a place in the boardroom?

QDo you see any new job roles being created by the transformation?

QWhat are some major changes you see affecting HR within the next few years?

7 Challenges Facing CHROs Today

C-Suite executives

share their insights

By Brett Farmiloe, Terkel.io

What is one of the top concerns/ challenges of CHROs today?

To understand the top challenges facing Chief Human Resources Officers (CHROs) today, we asked people leaders and C-suite executives this question for their best insights. From engaging remote employees to cybersecurity to finding the right talent, there are several challenges that HR departments and their heads are grappling with today, in order to build and maintain a workforce that is in tune with the changing times.

Here are seven challenges leaders see CHROs dealing with today:

● Engaging Remote Employees

● Ensuring Diversity and Inclusion

● Engaging and Retaining Top Talent

● Cybersecurity

● Getting Recruiting and Onboarding Tech Systems Updated

● Employees Being Unaware of the Company’s Goals and Mission

● Finding the Right Talent

Ed Stevens, Founder & CEO, Preciate

Engaging Remote Employees

Maintaining engagement with remote employees is the most complex challenge today, and something that doesn’t have a quick band-aid fix to solve. CHROs need to balance employee engagement with all their other priorities because, without an engaged workforce, there will be more turnover. Find ways to build better relationships among your team, and make this a daily habit.

Anthony Martin, Founder & CEO, Choice Mutual

Ensuring Diversity and Inclusion

Every leader understands that DEI initiatives are the top priority if their organizations are to remain successful. CHROs need to keep changing and adapting how they hire to ensure everyone gets a fair shot at job opportunities. Finding ways to widen the talent pool to ensure people of all backgrounds have access is crucial right now. If companies are to be successful, they need to be proactive about finding and filling the gaps of diversity, equity, and inclusion in their organization. CHROs are at the forefront of these changes and must be diligent about ensuring they take place by implementing new policies and making changes in their workplace.’

Travis Lindemoen, Managing Director, nexus IT group

Engaging and Retaining Top Talent

One of the top concerns for CHROs today is the need to engage and retain top talent. In a rapidly changing economy, companies are struggling to keep pace with the competition and attract and retain the best employees. This is especially true in industries where there is high turnover or where the skill set required is constantly changing. To address this challenge, CHROs are increasingly focused on creating a culture of engagement and retention. This means, creating an environment where employees feel valued, appreciated, and supported. It also means providing opportunities for employees to grow and develop their skills. By doing so, CHROs can help ensure that their companies are able to attract and retain the best talent.

Volodymyr Shchegel, VP of Engineering, Clario

Cybersecurity

A top concern for a lot of HR teams and leadership is the cybersecurity of their organization and how those consequences affect the people that work for them. The challenge is that most HR leadership isn’t cybersecurity literate, but the challenge is here and now. While a lot of startups and tech companies have started to mandate more collaboration with IT and designate c-suite security executives, it isn’t happening as fast as needed. Add to that any education and upskilling required to implement new security policies and processes and you have a big challenge.

Sean Doherty, General Manager, Box Genie

Getting Recruiting and Onboarding Tech Systems Updated

HR leaders should be focused on replacing antiquated recruiting and onboarding systems in 2022. Finding and integrating talented personnel into an organization is one of the most important functions that an HR department is responsible for.  Recruitment and onboarding is the first interface most employees experience with an organization. New employees can be discouraged if they find these processes to be inefficient or antiquated. This is why it is vital for HR leaders to incorporate new capacities for the digital environment by replacing old systems. For example, developing a LinkedIncentered recruitment strategy or adopting a new onboarding software to optimize efficiency. HR leaders should update antiquated recruitment and onboarding systems in order to create a strong first impression with new employees.

Linda Shaffer, Chief People Operations Officer, Checkr

Employees Being Unaware of the Company’s Goals and Mission

One of the top concerns or challenges for CHROs today is how to effectively engage employees in their organization’s mission and goals. A survey by the Society for Human Resource Management found that only 34 percent of respondents said their employees were “extremely” or “very” aware of the company’s mission and goals. Many treat mission and goals as nothing more than a requirement every organization needs to

have. But the truth is that they can be powerful motivators for employees. When employees feel like they are part of something larger and that their work has meaning, they are more likely to be engaged and motivated. Not being aware of the company’s purpose and goals can leave employees feeling disengaged at work. If you’re not sure what the company you work for is trying to achieve, it’s hard to get behind its efforts and feel motivated to help out.

Steve Pogson, Founder, FirstPier

Finding the Right Talent

Finding the proper personnel for the organization is, in my opinion, still the chief HR officer’s biggest issue. It goes without saying that a bad hire can cost a company a lot of money. The most important factor is not just compatibility on the technical front but also on the cultural front. To address this issue, CHROs may want to consider making a more concerted effort to gain support from the rest of the C-Suite in order to secure the personnel and other resources necessary to support the HR function effectively. As the labor market changes, CHROs need a strong team in order to recruit, hire, train, and retain a productive workforce.

Brett Farmiloe is the Founder and CEO – and currently CHRO - of Terkel.io. Brett has been a keynote speaker at several state SHRM conferences around the topic of employee engagement.

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Jasmyn Farris is the Chief People Operations officer for iSeatz – a digital commerce and loyalty tech solution provider. She originally hails from New York, where she spent the beginning of her career in Financial Services and nonprofit work before pivoting to Hospitality, working as operations and marketing leader for several food giants including Danny Meyer and Chef Emeril Lagasse, and Burger King Corporation. Jasmyn’s strengths and passions center around organizational effectiveness and change management, strategic planning, and people operations. She has built Centers of Excellence in all of these areas throughout her career and thrives as a business partner to all crossfunctional stakeholders.

In an exclusive interview with HR.com, Jasmyn talks about her HR journey and shares valuable insights on boosting employee engagement, HR challenges, the future of HR and much more.

Inspiring the Next Generation of HR Leaders CHRO CORNER

Where do HR leaders draw inspiration from? What are their worst nightmares? How did they stand the test of the changing times?

In this segment, we will trace your journey to the top.

This is your story - a story that is made of extraordinary accomplishments, methods that helped you overcome adversity, innovative programs that you led, and fundamental changes that you brought in. It's your chance to inspire the next generation of leaders.

Exclusive Interview with Jasmyn Farris, Chief People Operations Officer, iSeatz

Excerpts from the interview:

QWhat has your HR journey been like, and what influenced you the most to positively impact your career?

Jasmyn: My HR journey started as an operations leader in the hospitality industry where inevitably you become an HR leader because those lines tend to be very blurred. Working for Chef Emeril Lagasse and watching that organization provide pathways to meaningful, life-changing employment to many underserved residents of New Orleans really impacted me to think about things differently.

What inspires you about your role?

Jasmyn: The ability to solve problems for my workforce, in real-time, gets me up in the morning. Knowing that I have the agency, ability, and leeway to try different solutions and initiatives to really get at the root of an issue that is holding our team back from delivering their best work is exciting to me.

What advice do you have for HR pros to help boost employee engagement and retention in a remote, hybrid, or otherwise changed workplace environment?

Jasmyn: Challenge your assumptions by actually talking to your workforce about their perspective and their needs. Earlier in my career, I burned a LOT of cycles solving the wrong problems (or problems that I just assumed existed) versus verified issues that were uncovered by engaging directly with my teams and analyzing their feedback.

What according to you is one of the most overlooked issues facing HR today?

Jasmyn: CPO/CHRO roles have had to pivot and stretch to absorb and respond to new and evolving trends on the talent acquisition/retention/ engagement spectrum. Often, HR leaders are also air traffic controllers for the organization; heavily involved in the operations of the business as they serve as business partners/peers to the Executive team members so inevitably they end up wearing crossdisciplinary hats. This isn’t necessarily a “problem” if they can absorb these additional responsibilities but oftentimes, it leaves these leaders feeling stretched and overwhelmed.

What can HR do about “Quiet Quitting?”

Jasmyn: Work-life balance boundaries that were once clear and/or easier to set and monitor, especially for those of us commuting to an office, have become blurred and ambiguous in a distributed workforce framework. While “quiet quitting” may not be a new behavior, I think it’s trending or getting more attention/ exposure because we are all still adjusting to a “new

Name: Designation: Company:

Total number of employees: When did you join the current company: Total experience

in HR: Hobbies:

Jasmyn Farris

Chief People Operations Officer

iSeatz 67 FTEs and 102 contractors

April 2017

15 years

Knitting, bike riding, hiking, swimming

What book are you reading currently?

The Coddling of the American Mind

post-pandemic normal” and trying to determine what that means for us personally and professionally. Employers who are experiencing challenges with re-adjusting their hiring practices or workload distribution strategy to scale back to pre-pandemic levels will likely experience more of this behavior as their team members find alternative ways to make time for self-care and avoid burnout.

There are several things HR can do to address “quiet quitting” at their organization. HR should take the time to collect feedback and take a pulse of the organization, even if they can’t solve all the issues at once. This is a good first step toward re-engaging the workforce and understanding that priorities may have permanently shifted, which means we (as employers) may have to recalibrate our expectations. At iSeatz, we are focused on rebuilding our workforce levels to assist our team members in “removing multiple hats” that they may have been wearing throughout the height of the pandemic and we are proactively and transparently communicating these plans.

There are several creative new benefits that many organizations have adopted to better support their team members and iSeatz has done this as well -- including increasing paid time off, investing in company-wide health and wellness initiatives and providing company-wide professional training and development to improve the way we handle critical discussions, especially in a remote work environment.

Jasmyn: Yes. I’ve seen a wide array of specialist roles that have been identified and created as a result of the transition to remote work. Responsibilities that were organically absorbed by generalists in an office environment, have now fallen by the wayside or been deprioritized. Once organizations feel the gap, they create roles to specifically address those areas.

Q

With so many changes happening, how do you build the HR team of the future?

Jasmyn: Again, many HR leaders have a natural inclination to be generalists, taking on a heavy burden of responsibility to keep the organization running smoothly. The HR team of the future will look different in different organizations. If you’re a small to medium high-growth, entrepreneurial organization, your team may need to consist of different profiles than if you’re a massive lifestyle business pumping out widgets. Either way, aligning your org chart to your company’s growth initiatives and skills gap analysis is a great start.

Would you like to comment?

QDo you see any new job roles being created by the transformation?

Inspiring the Next Generation of HR Leaders CHRO CORNER

Where do HR leaders draw inspiration from? What are their worst nightmares? How did they stand the test of the changing times?

In this segment, we will trace your journey to the top.

This is your story - a story that is made of extraordinary accomplishments, methods that helped you overcome adversity, innovative programs that you led, and fundamental changes that you brought in. It's your chance to inspire the next generation of leaders.

Liz Hall is a founding member of CPOHQ and Chief People Officer at Splash, a solution built by and for event professionals that takes care of the heavy lifting — from event ideation to follow-up. At Splash, Liz leads the business’s Recruiting, L&D, Employee Engagement, Total Rewards, DEI, Performance Management, Culture, and HR functions. She believes success comes from leading with empathy, acting intentionally, and being equitable and inclusive. Before joining Splash, Liz was VP of People at Cadre, and prior to that, she was a founding member at Trello.

In an exclusive interview with HR.com, Liz talks about her HR journey and shares valuable insights on workplace culture today, finding a place in the boardroom, the future of HR and so on.

Exclusive Interview with Liz Hall, Chief People Officer, Splash

Excerpts from the interview:

What has your HR journey been like, and what influenced you the most to positively impact your career?

Liz: During high school, I lived in a darkroom, dreaming of a career in photography. In college, that switched to the editing room, where I was sure I'd have a career in film. Or, if not that, then definitely in the music industry, most likely producing music festivals. My internships and first out-of-college jobs were at record labels or production companies. It was a long, winding, and unexpected road that led me to the world of tech and people, but, looking back on the journey, it's unsurprising that my experiences in the entertainment industry as a young woman, put me on the path to lead HR and DE&I, determined to create cultures that provide psychological safety and equitable, fair opportunities for all employees.

What were your challenges during the early days of your career compared to those of today?

Liz: In those early days, the word “HR” was something to be avoided at all costs, and desired company culture involved ping pong tables and happy hours. Typically, the first people-centric role to be hired was a recruiter who happened to also be the office manager—and everyone in the company also came to them with “office issues.” A network of HR peers as the company evolved took years. Now, not only is “HR” respected, but it is also becoming a role hired in the early stages of building a company. Board members are requiring founders to think of this element earlier to avoid the types of HR issues exposed during the “me too” movement. The community of HR and people professionals have grown tremendously, providing a support system that didn’t previously exist.

What inspires you about your role?

Liz: Creating very real, positive change in an organization. Seeing the outcomes of these changes weeks, months, or even years later is incredibly satisfying. Watching employees grow and develop within their careers, can be more valuable than completing an individual task.

How do you see workplace culture evolving right now?

Liz: Society needs to continue to embrace more flexible work schedules. For the last three years, employees worked with children at home and learned remotely, caring for elderly or sick family members, and various life upheavals, like moving to a different state.

Folks have worked odd hours and days outside the traditional 9 am - 5 pm — and remained as, if not more, productive. Additionally, with staff located around the world, working the same hours is simply not practical. Providing reasonable scheduling accommodations and flexibility will be essential for employee retention.

We will also need to learn collectively and truly what it means to 'work' in different cultures. Understanding those nuances will be a differentiator for companies success. How are decisions made? When is it

Name: Designation: Company:

Total number of employees: When did you join the current company: Total experience in HR: Hobbies:

What book are you reading currently?

Liz Hall Chief People Officer Splash 172

April 1, 2019

17 years Liberty Puzzles

The 4th book in The Neapolitan Novels

acceptable to self-promote? What is the style of communication? How does one collaborate? I recommend reading or listening to anything by Erin Meyer to start thinking in a global mindset. I found this podcast interview with her enlightening.

Q

What are your best tips on how to lead during a crisis, uncertainty, or change?

Liz: Communicate early, often, and empathetically. It is ok to have the first communication message be that the answers aren’t known yet. That you are aware of the situation and will be communicating again soon and with more information. Communication through various channels allows all employees to get information easily. Email, chat platforms, via video—any and all methods of communication help to end the spread of rumors. Additionally, relating to the crises as a human, not just “HR,” helps employees have empathy as well. Often, in moments of uncertainty, employees forget that HR members are also real people. Remembering that some people might act out of fear, I often remind my team not to take things personally. Easier said than done.

Liz: Attending board meetings, let alone speaking at said board meetings, was not an option in the first half of my career. The value of having People represented is tremendous, but sometimes board members just need the data to have it all click. Being able to find the right data for your company is critical. Show what you are tracking, why you are tracking it, and the desired outcomes. Be as proactive as possible. Personally, I track our eNPS alongside our regrettable loss to tell a more complete story.

Q

Liz: The competition for talent will only get more intense as candidates cast a much larger net when job searching due to the number of companies either staying remote-first or remote-friendly. Strategies leveraged to attract top talent will also be used to then retain that talent. I predict it will become more common to see tenure-based extensions of the window to exercise equity as well as more frequent evergreen grants. Benefits and perks will also need to be enhanced, to show a genuine commitment to mental health and wellness.

Would you like to comment?

What do you have to say to those who are still struggling to find a place in the boardroom?

What are some major changes you see affecting HR within the next few years?

The State of Employee Retention 2022 September 28, 2022

The Future of Diversity, Equity and Inclusion 2022 October 18, 2022

The State of HR Skills and Education 2022 October 19, 2022

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