ChapmanCG Global HR Interviews

Storytelling is a powerful learning tool. In a corporate environment, it can translate knowledge into the human experience.

It helps bridge the gap between theory and practical solutions. And it also helps us understand how to behave in certain situations by presenting us with the opportunity to reflect on our own past experiences.

Kimo Kippen, Chief Learning Officer and Global Talent Development Leader & Brand Ambassador at Hilton Worldwide, discusses effective learning strategies and the use of storytelling as a corporate learning tool.

The reason why performance management and appraisal programs have been such a hot topic is because they haven’t really done what organisations needed them to: accurately reflect (in a standardised format) an employee’s value to the organisation.

Sure, boxes have been ticked on appraisal forms and goals set for the next 6 to 12 months, but in running through this process—year after year—what HR and organisations have found is that a key piece was missing to the equation.

Capturing performance (did an employee do X or Y) isn’t enough.

Susan Lyon, Director of Human Resources, Global Fabric Care at P&G, discusses the employee value equation at P&G.

Organisations know they must continually transform if they’re to meet ever-growing consumer demands. But changing an organisation that’s been around for almost two hundred years, keeping relevant, and out-delivering competition is no easy feat, especially in such a competitive and dynamic industry like food and beverage.

Giorgio Pivetta, Global HR Director for Gruppo Campari, discusses human resource strategy inside one of the world’s leading branded beverage companies.

Advances in digital technology are bringing about new approaches to the way organisations operate. A shift towards a customer-centric approach to human resources has been largely enabled by smart digitisation. This approach requires organisations to rethink the way they interact with employees, re-evaluate the structure of the organisation and the way they manage work-force related activities.

Rick Hall, Executive Director, Human Resources Global Service Delivery at Merck discusses the shift towards consumer-centric approaches to HR.

Everyone is searching for the formula to develop the next generation of leaders. It’s one of the most important responsibilities of any management team: identifying the employees who will lead the company into its next era of success. HR creates leadership and high-flyer rotational programs, mentorships, and even sponsors certain employees for business graduate degrees. But what is the right formula? How do you develop existing employees into future leaders?

Heather Wang, Global Director of Human Resources for GE Growth at General Electric, discusses Leadership Excellence within GE, one of the most notable organisations for developing HR best practices.

Multinational organisations have longed faced the question of how to structure themselves given increasing customer sophistication, expanding markets, and technological advancements. A lot of them have organised into a matrix structure—some willingly while others have found it was an organic shift over time. The challenges of leading in this type of environment are well-known as they require a new method for information sharing, managing employees, and day-to-day operations.

Malcolm Dore, Asia Pacific HR Director at Halyard Health, discusses how to manage within the matrix to ensure global alignment and local team cohesiveness.

Smarthphones and online retailers have allowed consumers to pretty much have what they want, whenever they want it. All they have to wait for is shipping, but with some retailers even offering “same-day shipping”, it really does place a lot of control with the buyer.

Often we don’t think about what this means for traditional retailers—for those larger, more renowned institutions that have always had a more physical presence. Maintaining their competitive advantage often means rethinking how they go to market, and often times developing a completely different strategy for the digital marketplace.

Bill Allen, Global CHRO for Macy’s, discusses their recent restructuring exercise.

If you ask any business leader they will tell you that diversity is integral to ongoing innovation and global success, yet so many organisations struggle to make diversity and inclusion more than a corporate mandate that makes everyone feel uncomfortable and afraid of saying anything that could lead to mandatory sensitivity training.

Ricardo Sookdeo, Head of Talent and Performance Management at A.P. Moller Maersk, discusses the future of diversity and inclusion and the profile of D&I’s best leaders.

World-class HR organisations deliver high quality strategic workforce planning and employee analytics while at the same time operating at a lower cost per employee than their peer organisations.

The key to this success can be attributed to a well-designed and executed service delivery model (SDM) that emphasises operational excellence. Magnus Hibbert, Global Head of Shared Services at GlaxoSmithKline, discusses developing World-Class HR Operations.

If you’ve come up through the HR ranks, you would’ve seen the gradual shift in HR priorities away from things like policy setting and benefits enrolment to a more strategic agenda that involves partnering with management to help achieve business success.

While new employees do need access to and information about their benefits—and policies are needed from time-to-time—today’s HR leaders spends more of their time in business meetings that set the strategic agenda for the organisation.

Kamali Rajesh, Head of Human Resources for ASEAN at Syngenta, discusses how HR enables business success.