Chapmancg Global Hr Interviews

An organisation’s values are its unifying principles. They shape the goals and the vision and they set the framework for how the business and its employees will behave. But equally important and sometimes often overlooked is how they unite a group of people with diverse backgrounds and skillsets to work together, as a team, to achieve shared success. Todd Shaw, Global Chief Human Resources Officer for Verifone, discusses how corporate values shape the culture and define leadership and Talent Management strategy.

As Japan continues in its integration into the APAC matrix, a new kind of HR leader emerges: one who can work harmoniously within the local organisation, while also building relationships with the regional and global stakeholders. Oscar Fuchs, Managing Director and Co-founder of ChapmanCG, discusses current HR trends in Japan and the opportunities (and challenges) that organisations and international HR leaders can experience when working there.

China’s labour market is making the transition from one that heavily relies on manufacturing to one that houses more service-oriented jobs. Skilled, multilingual professionals with international savvy are highly sought-after, and HR leaders who can function across two cultures: the company’s and the local market’s are imperative for continued organisational growth. Ferran Raurich, Global Senior Vice President of Human Resources for Global Supply Chain at Schneider Electric, discusses HR practices and challenges within Greater China.

Digital has changed everything—from the way we shop for our groceries to the way we listen to our favourite music and watch our favourite TV shows. It can seem like newer, smaller, more agile organisations have an easier time adapting to the ever changing external market pressures, but how do larger, more established organisations cope? What’s the profile of the leaders who steer organisations with multiple lines of business operating in emerging and developed markets through the seas of constant change? Gary Kildare, Global Chief Human Resources Officer at IBM, discusses IBM’s leadership framework.

Some might argue that a good leader should be able to lead effectively anywhere in the world, but leadership styles that work in one part of the world don’t always translate to success in another. Research has shown that Western work behaviours can have the opposite effect in the Asian context. Professor Giles Hirst, Director of Product Develop for Aperio and Chair of Leadership for the Australian National University, discusses the Behavioural Preferences Insight Tool and how it can help shed light on workplace behaviours that are more successful within the Asian context for multinational organisations.

Leaders are constantly looking for that one great product or service that will set them apart from the competition, but the reality is patents expire and your top performers today can easily become top performers for your competitors tomorrow. So what is it that truly makes your organisation unique? Why should potential employees come work for you? Simon Riis-Hansen, Global Chief Human Resources Officer at Lego, discusses how your company culture is your best competitive advantage.

If everyone’s not killing off their performance review process they’re in the middle of giving it a major overhaul. It seems that no one is happy with the annual review and rating system that was designed to align employee performance with their department’s goals, which would ultimately underpin the organisation’s overall business strategy. But are we being too rash? How do you measure performance and identify high potentials if you don’t have performance ratings? Is there truly another way? Sudarshana Rangachary, Vice President of HR & Communications for Supply Chain at GAP, discusses how her organisation is faring a year after killing off its performance rating system.

For the past 10 years, how we work has largely been a top-down approach: senior executives at headquarters (usually in the West) develop a strategy that is pushed down through the management ranks at a steady pace until it reaches the individual contributor population. Work and Life is kept separate, where the ideal is to strike some kind of elusive balance between the two. But all of that is changing. Rapidly evolving technology has allowed communication to flow more concentrically. The younger generation’s entrance into the workplace has disrupted the way we do business as their expectations around access to information and how they work seem to be organically aligned with the pace of innovative technologies. Work and Life has become more entwined and employee’s demand for a “seat at the table” has necessitated a bottom-up flow of information. Rick Von Feldt, Workplace Futurist at Kolaborative, discusses the workplace of the future.

More organisations are deciding to change their performance management systems. Some are eliminating them altogether, while others are switching to informal conversations that occur more frequently than the annual review cycle. But one thing is clear: the traditional performance management system isn’t meeting the needs of today’s global businesses. Gabriele Mair, Global HR Director for Tridonic, discusses how to develop a performance management system that works.

Globalisation is no longer on the horizon—it’s here, staring us in the face. And for those in leadership roles, understanding its impact is only the first step. Learning how to navigate and think beyond one’s corporate, and geographic, borders is a leadership imperative. Tina Durocher-Murphy, Senior Vice President, Global Human Resources at Quintiles, discusses the importance of overseas experience for HR leaders—even those in large and diverse markets like the US.

Business opportunities in developed markets can sometimes feel stagnant when compared to the high-pace and high-energy found in emerging markets. The two present different sets of challenges and require companies to sometimes create divergent strategies, which in turn means HR must develop the agility to meet the needs of its global employee population operating in two very different business climates. Mike Yonker, Chief Human Resources Officer at Marriott Vacation Clubs, discusses how to manage Global HR across emerging and developing markets.

Companies have longed touted the benefits of a diverse workforce, but often fall short because too many focus on “employee representation” and fail to spend enough effort in building and nurturing an environment where diverse employees are not only represented, but truly engaged and integrated into the organisation. Michael Vavakis, Group Head of Human Resources at Lendlease, discusses the benefits of building a true culture of inclusiveness.

The global market for talent is more complex than ever and finding the right employees to help your organisation grow is an on-going process. New technologies and new markets enable new opportunities, but finding talent who can navigate these constant changes continues to be one of the biggest challenges facing organisations today. Cara Reil, Vice President of Talent Management and Leadership Development at Singtel, discusses how to create sustainable talent pipelines in rapidly changing business environments with Matt Chapman.

Social media has revolutionised how we communicate and impacted the way we receive and share information. Some organisations have created policies around accessing popular sites, but is that the best approach to handling a technology that has changed how we view information? Matt Chapman, CEO of The Chapman Consulting Group discusses social media in the workplace and HR’s role in communication with Madan Nagaldinne, Global HR Director for Global Sales at Facebook.

Increasing market complexity and customer sophistication, as well as expansion into high-growth markets, are driving the need for matrix organisations. But it can be challenging to navigate an organisation with multiple reporting lines, which can sometimes lead to misaligned priorities. Matt Chapman, CEO of The Chapman Consulting Group discusses how to unravel the complexity of the matrix organisation and keep the customer at the centre with Stella Strazdas, Worldwide VP of HR for Medical Devices & Diagnostics at Johnson & Johnson.

Talent shortages exist across all industries within all job families, and the cost of turnover is ever increasing. Byron Clayton, Vice President, Human Resources at AstraZeneca, discusses how to keep employees engaged and developing the knowledge needed to remain relevant and increase company value.

Industries like banking are notorious for their stringent regulations, which can make introducing change a slow and painful process. Yet, despite the tight controls that regulators place on organisations, they must find a way to remain agile and develop leaders who can keep pace with the ever-changing digital marketplace. Matt Chapman, CEO of The Chapman Consulting Group discusses how to create digitally minded leaders with Laurence Smith, Managing Director and Head of Human Resources Global Learning and Talent Development for DBS Bank.

Corporations are constantly riding a tidal wave of change: technology is improving faster than we can master it, socio-political changes are creating new markets and opportunities for growth, and the pursuit of a talented workforce that can navigate all these changes is never ending. Everyone knows that the workforce of the future is a global one, but who are these employees that will guide us there? Michael Piker, Vice President - Global Total Rewards at Naspers, discusses the importance of global gypsies in the workplace.

Managing the next generation of workers is a hot topic that everyone is talking about. They’re smart, resourceful multi-taskers who are often more technologically savvy than their predecessors. Matt Chapman, CEO of The Chapman Consulting Group discusses what it’s like to manage the millennial generation with Alastair Procter, Global Chief Human Resources Officer at Mediabrands Worldwide, Inc.

As technologies evolve and new markets open up for business, large organisations are forced to uncover new ways to remain agile and keep the customer at the forefront. Christy Lake, Senior Vice President of HPC software for Hewlett-Packard, discusses HR best practices during an organisational split and how to use HR as a force for giving employees ownership within a new management structure.