"Disengaged employees obviously will leave your company. We used to say people leave their managers. They don’t. They actually leave bad environments. Sometimes those are created by their managers, sometimes those are created by their peers, sometimes those are created by some of us."
"When you make it social, when you make it visible, when you embrace the transparency, now you're sending signals to the organization around what’s important. It creates alignment. People know what they should be working on and what they shouldn’t be working on."
On February 11, 2014, human resources professionals joined the 2014 Redefining Employee Engagement in Today’s Results-Driven World Virtual Event. Argyle Executive Forum brought together HR professionals to discuss changes in employee engagement and how HR professionals can best adapt to these changes in order to ensure successful HR practices. Perspectives were given by Gary Harrison-Ducros, Vice President Labor Relations for Frito-Lay; Donna Howard, Chief Human Resources Officer for Sonic Healthcare USA; Sumeet Kapoor, Senior Vice President HR Strategy & Change Management for Huntington Bank; and Razor Suleman, Founder & Chief People Officer for Achievers.
Alan Momeyer, VP of Human Resources for Loews, and Brogan Taylor, VP of Sales for Achievers, discussed how the workload has changed for HR over the years and what companies will need to deal with in the future.
Rob Catalano, VP, Marketing, Achievers, on using recognition to engage the workforce to increase productivity and retention in organizations.
Peter Dumoulin, Senior Vice President, Human Resources, CSM North America, and Matt Farren, Business Development, Achievers, on strategies for talent retention during periods of change.
“Increasingly at NiSource, HR is seen as a business partner that is helping to make the business successful. It’s been a transition to where our role is viewed more like consultants rather than the more traditional role of benefits administrators. In many ways, our primary contact is now with leaders as opposed to employees. Although HR is often viewed as more of an employee advocate, we see ourselves more as partners with the organization’s leaders who understand the needs, interests, and viewpoints of our employees. We fully expect our HR folks to have their fingers on the pulse of the entire organization, but so much of that is providing feedback, consulting, and coaching to leaders to help them lead more effectively.”
"In terms of opportunities to improve, there were three major buckets that we’ve focused on. One was around executive leadership, in that with the transformation and sale of the brand, it was really important for people to see that the leadership team had a clear and aligned vision. And we’ve been able to demonstrate that through a lot of communication and talking to people about customer focus being at the forefront of our vision going forward."
"It’s a great feeling working for a company that not only says that people are the most important assets, but actually lives it and breathes it and empowers them. When you empower employees, you let them tell you who are the star performers, who deserves more reward and recognition for their contributions. If I were to give management one piece of advice in this regard, it would be to let your employees own this and let them decide. Don’t try to push this down from the top."