Cara Capretta, Vice President of HCM Transformation Practice at Oracle, discussed the value of the talent profile for sourcing internal talent.
Thomas Casey, Human Resources Business Partner at SAP SuccessFactors, talked about HR’s responsibility in driving succession planning for the organization.
Sandeep Reddy, Chief Financial Officer, Guess?, and Dean Ditto, former Chief Financial Officer, KARL STORZ Endoscopy-America, examined succession planning during a Fireside Chat with Argyle's CFO membership at the 2015 Chief Financial Officer Leadership Forum in Los Angeles on Oct. 8.
In a Fireside Chat, Jeffrey E. Garten, Dean Emeritus of the Yale School of Management, talked to Norma Corio, CFO of American Express Global Business Travel about changing jobs, taking risks, and lessons learned during the financial crisis.
Panelists from Topcon, University of California, Coeur Mining, CoreLogic, and Merryck & Co engaged in a discussion on the evolving role of modern HR executives.
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.
“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.”
"I believe transparency is important. It also takes leadership courage to tell employees whether they are high potential or not and the reasons why. You show employees the gaps and help them fill in those gaps. It takes a lot of resolve. What often separates leaders from managers is the ability to develop people, including frank conversations about performance"