Emko Capital’s Post

Only three per cent of Fortune 1000 board members have a background as senior HR executives and experienced board member Sam Martin-Williams FAICD FGIA believes that needs to change. “HR professionals offer a nuanced understanding of organisational dynamics and human capital imperatives that is indispensable in guiding strategic decisions.” #hr #board #governance #hrleadership

I spent a significant part of my career in HR. In particular, I enjoyed nine years as part of bp’s Executive Team - to rethink both its culture and processes. This was a key priority for the company, post-GOM. I found it encouraging and inspiring how the HR team pulled together and rose to the challenge. At the time, I reflected a lot about the role of an HR function, and a recent conversation with a prominent Executive Search Executive confirmed my view at the time - progress has stalled in the world of HR. There is still lots to do in order to build truly great HR teams. The biggest missing piece is that, in many HR teams, there is a noticeable lack of pragmatism and commercial focus. Many boards shift from spending most of their time on remuneration to investing more time and focus on succession and culture. I hope they will find this article as useful as HR people themselves! #HR #People #Leadership #Board #CEO #Culture #Business #Succession #bp

A short but interesting read in light of everchanging business and workforce landscapes

HR for HR: Because We’re Human Too! 🌟 HR professionals often find themselves supporting others, but who supports the HR team? It's crucial for HR departments to focus on their own development and well-being as well. Here are 5 reasons why HR for HR is essential: 1. We’re human too – HR needs support, empathy, and growth, just like everyone else. 2. Conflict resolution isn’t just for others – Internal team dynamics require just as much attention. 3. Career development shouldn’t be DIY – HR professionals also need structured paths for growth. 4. Compliance isn’t just for other departments – HR must lead by example in compliance matters. 5. Innovation requires fresh perspectives – Prioritizing HR’s own development fosters creativity and progress. Let’s build stronger HR teams that can continue to support others effectively!💡 📌 Interested in taking your learning further? Join us at the HREL Exchange in Atlanta, GA on December 8-10 where you can engage in peer-to-peer learning with top HR professionals and gain practical insights on best HR practices: https://lnkd.in/gVf7bHG7 Rudy Alanis Peter Albert, MA-ISD, CPTD Jani Byrne Saliga, Ph.D. Brandon Carson Eileen Cooke Victoria Feldman Adam Hickman, Ph.D. Detlef Hold Elson P. Kuriakose Dr. Eli Bendet-Taicher, PhD Sheila Jagannathan Johann Laville Mark L. Christopher Lind Hillary M. Casper Mørck Shveta Miglani, Ph.D Phil Rhodes Nitika Rosa Kason Morris, M.A.⚡ Design For Life Andrew Saidy Allison Sadler, PhD Rose Sheldon Jessica S. KimLoan Tran, PhD Todd Walther Risë Venditti Traci Jackson-Marshall Steve Turner Ben Baroody Rob Carman Joan Collins Yanabu Kathleen Mattie Jennifer Roberts Steve Preston Arkesh Mishra Madeleine Merchant Jennifer Rice Marie C. Norman Laura Natale Seitz #HRforHR #HumanResources #CareerDevelopment #Innovation #HRWellbeing #Leadership

Discover the evolving role of HR Business Partners in organizations. HRBPs now play a strategic part in shaping business strategies rather than just handling traditional HR functions. By aligning HR initiatives with business objectives, they drive organizational performance. For instance, HRBPs collaborate with leadership to develop talent strategies supporting long-term goals. 70% of US companies now leverage HRBPs to enhance decision-making and strategic planning. This shift highlights the growing importance of the HR function. What's your experience with HRBPs? #CHRO #HRBP #HumanResources #ExecutiveLeadership

In today's fast-paced business environment, the role of HR can often be underappreciated. However, according to Darcy Mackay, the Chief People Officer at Rippling, HR leaders possess a unique "superpower" that can drive positive business outcomes and elevate the strategic importance of HR within organizations. With over two decades of experience at CBRE, Mackay has gained valuable insights into the intersection of business operations and talent management. In a recent conversation with Human Resource Executive, Mackay shared her perspective on how HR professionals can leverage their holistic view of the organization to become more impactful and strategic. Read this article to learn more about effective HR practices in 2024!

HR professionals’ ability to think strategically is so critical that companies are changing the way they work to allow their teams to focus less on day-to-day tasks and more on strategic work. "HR leaders need to stop looking at themselves as human resources colleagues/leaders, but rather as business colleagues/leaders who specialize in HR" If you need to read more about Alex article:

In today's fast-paced business environment, the role of HR can often be underappreciated. However, according to Darcy Mackay, the Chief People Officer at Rippling, HR leaders possess a unique "superpower" that can drive positive business outcomes and elevate the strategic importance of HR within organizations. With over two decades of experience at CBRE, Mackay has gained valuable insights into the intersection of business operations and talent management. In a recent conversation with Human Resource Executive, Mackay shared her perspective on how HR professionals can leverage their holistic view of the organization to become more impactful and strategic. Read this article to learn more about effective HR practices in 2024!

"Engaging and Managing Diverse Stakeholders in HR Initiatives: Implementing an Inclusive Approach." Human Capital Leadership Review Abstract: This article explores strategies for effectively engaging and managing diverse stakeholder groups in HR initiatives. It acknowledges that while workforce diversity has business benefits, it also introduces management complexities that leaders must thoughtfully navigate. Specifically for HR initiatives, buy-in must be gained from a wide range of internal and external stakeholders who are impacted. The article outlines common stakeholder categories and highlights the diversity within each. It then presents an inclusive framework comprising tailored engagement methods, two-way communication, and an iterative process. Specific operational tactics are discussed along with real-world industry examples. The framework aims to foster collaboration among diverse stakeholders through respecting their differences. This inclusive, partnership-oriented approach to stakeholder engagement is argued to deliver credibility and relationship benefits that are critical for HR initiatives' long-term success.

Ulrich and Smallwood offer these suggestions based on their work on transitions with dozens of senior HR leaders. They are intended to help a new head of HR quickly reach high productivity levels. #HR #HumanResources #HRLeadership #HRSuccess