Emilie Neff

CHRO Transition to a New Role —Dave Ulrich and Norm Smallwood share ideas to accelerate the transition into a CHRO role. They highlight 5 main questions that newly appointed CHROs should ask and answer during their first 90 days: 𝟭) 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀. Do I walk the talk about our business? 𝟮) 𝗛𝗥 𝗔𝗰𝘁𝗶𝘃𝗶𝘁𝗶𝗲𝘀. Do I have a broad map of the HR activities being done? 𝟯) 𝗛𝗥 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀. Do I have a sense of the key HR priorities? 𝟰) 𝗛𝗥 𝗧𝗲𝗮𝗺. Do I have the right team in place? 𝟱) 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝗿. Do I clearly demonstrate my priorities and values through the transition? There are also sub-questions: 𝗲.𝗴., 𝗙𝗼𝗿 𝘁𝗵𝗲 𝗺𝗮𝗶𝗻 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻, '𝗱𝗼 𝗜 𝘄𝗮𝗹𝗸 𝘁𝗵𝗲 𝘁𝗮𝗹𝗸 𝗮𝗯𝗼𝘂𝘁 𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀? a) Do I know how we make money? b) Do I see how (and how well) the business operates from multiple points of view? etc. Several other ideas are discussed, including actionable suggestions to accelerate a CHRO transition. See resource 3 in issue 234 of my Talent Edge Weekly newsletter https://lnkd.in/drD3tw5u If you want more content like this, check out my Talent Edge Weekly newsletter. Just click 'subscribe to newsletter' at the top of this post. #chro #hr #humanresources

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🤝🏼 Yes, Employee Engagement Matters 🤝🏼 A 2020 Gallup study is just one of the studies confirming that engaged employees drive organisational growth. Here’s just a few of the impressive findings: ✅ 81% less absenteeism  ✅ 64% fewer safety incidents ✅ 10% higher customer loyalty/engagement  ✅ 23% higher profitability As a leader, these statistics are hard to ignore. So, how do you keep your employees engaged? Understanding team members’ different thinking preferences and creating opportunities for individuals to leverage their strengths can significantly enhance team effectiveness, engagement, and workplace productivity. At Carole Cooper Consulting, we apply Whole Brain® Thinking to improve employee engagement at all levels. Learn more about our Certified HBDI Assessments and Consulting here: https://lnkd.in/gAErSEZV #herrmannasia #wholebrainthinking #leadership #hbdi #peopleandculture #employeeengagement #DEI #neurodiversity

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🌏 Exploring Leadership Styles: A Deep Dive into Japanese Corporate Culture 🗾 Insights from Krista Pederson, Anne-Marie Paiement, PhD Hogan Assessments. In Japan, harmony and humility reign supreme. Embracing core cultural concepts like group harmony (wa), private vs public personas (honne and tatemae), and Zen intuition, Japanese leadership styles differ markedly from their Western counterparts. Here's a fascinating look at what sets Japanese leadership apart: 🔄 Lifetime Employment: Many Japanese companies practice shūshin koyō, hiring fresh graduates and nurturing them until retirement. This approach fosters a unique loyalty and provides employees with extensive training and cross-functional experiences, enhancing their skills across various domains. 👔 Unique Leadership Style: Unlike the charismatic and individual-driven leadership often celebrated in the U.S., Japanese leaders thrive on consensus and coordination. The focus? Maintaining peace and group harmony, with less emphasis on personal achievement and more on collective goals. 🔍 Data Insights from Hogan: Since 2013, Hogan's assessments in Japan reveal intriguing patterns: Lower Ambition & Recognition: Japanese leaders generally prefer non-competitive, team-oriented environments, valuing shared decision-making and subtle accomplishments. Flexibility & Modernity: Despite scoring low on the Tradition scale, Japanese leaders embrace progress and are open to new ways of thinking, aligning with the transient nature of Zen culture. 🚧 Challenges Ahead: However, this consensus-driven approach can sometimes hinder decision-making, with leaders potentially over-relying on group agreement and avoiding direct confrontations, which may be perceived as causing disharmony. 🌐 Global Implications: Understanding these distinctive traits can enrich our global leadership strategies, allowing us to better navigate and integrate diverse workplace dynamics. In essence, effective Japanese leaders master the delicate balance of advancing collective goals while fostering individual growth and team harmony. A lesson in leadership that crosses borders and cultures! #GlobalLeadership #WorkCulture #TeamBuilding #BusinessStrategy

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I’m excited to share that I’ve started a new assignment in Organizational Capability & Transformation, applying my strategy and innovation experience into people strategy, a critical agenda in today’s era of disruption from #AI and #GenAI, evolving #workforce dynamics and hypercompetition for #talent. It’s time to put as much focus on people strategy as we put in business strategy, integrating strategic workforce planning into business planning to deliver competitive advantage! The past 3 years fully dedicated to advancing #digitalhealth has been an amazing journey, together with an incredible community of pioneers, innovators, disruptors, technophiles and visionary leaders with tremendous passion to fight the good fight every day – because the future of health is digital so we need to continue forging a path to broader adoption (leveraging real-world evidence!) – and also because we all deserve the better healthcare experience and outcomes that digital health can bring. I am immensely grateful for the shared experiences, lessons learnt and the camaraderie. Today, I take the baton from the science and business of digital health into the capabilities for tomorrow’s workforce to have the needed mindset, aptitude and courage to take transformative decisions and actions that will accelerate innovation to patients and people who need it most. Digital health has become such an integral part of my universe – how I think, how I see the world and how I envision the future of healthcare. So as long as I’m in healthcare, I’m in digital health and will continue to stay involved.   So to all my digital health collaborators, we still have unfinished business; to my digital health network and entrepreneurs, I stay connected for advice, mentoring & coaching. I see myself as moving ahead to pave the way for a digitalhealth-led future, where digital healthcare is just healthcare, (just like digital banking is just banking and mobile phone is just phone). #FutureOfWork #Transformation #WorkforcePlanning #HRstrategy #OrgDevelopment #PeopleStrategy #DigitalHealthcare #RealWorldEvidence #RWE #Perspective #ExploreMore #BeCurious [image generated with AI]

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Flattening the Hierarchy: Navigating the Shift to Flat Organisations Organisational transformations come in many forms and one which I loved chatting to Cathy Brown, FRSA about in the recent episode of the Engage Employee podcast (Link in the comments) is how companies can successfully transition away from more traditional hierarchical structures. These large scale transformations are hard, they go against what many of us have been brought up with and there is a lot of natural human responses that kick-in during these highly disruptive times. We covered areas such as: - Truly understanding where your team/org is today versus the future state - Communication -- we know it's important, but we can never seem to get it quite right - Talent retention - Career paths As well as many more...... If you're struggling with where to go next with your transformation, I'd love to be able to help you find solutions. Please DM me. Enjoy the show!

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Thrilled to have joined Sripriyaa Venkataraman on 'The Lamp, Ladder & Lifeboat' series for an enriching discussion! We delved into the power of overcoming self-limiting beliefs and unlocking our true potential. Gratitude for the opportunity, and looking forward to future insightful conversations! 🌟 https://lnkd.in/gBh6gADN #SelfLimitingBeliefs #PersonalGrowth #Leadershipcoaching #Lifecoaching

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HR Metrics —This article covers how HR can use data to show leaders the true impact of workplace policies and practices. The HBR article by Peter Cappelli and Ranya Nehmeh covers several topics, such as employee retention: 𝟭) 𝗛𝗶𝗱𝗱𝗲𝗻 𝗖𝗼𝘀𝘁𝘀. The commonly cited turnover cost statistic of $4,000 per employee fails to account for other expenses (e.g., new hire training, reduced initial performance of new hires, time invested in hiring). 𝟮) 𝗖𝗮𝘀𝗲 𝗦𝘁𝘂𝗱𝘆. Neiman Marcus Chief People Officer Eric Severson presented top management with a full analysis of turnover costs, retention drivers, and employee benefits data. 𝟯) 𝗗𝗮𝘁𝗮-𝗯𝗮𝘀𝗲𝗱 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀. Neiman's analysis led to investments in enhanced paid parental and family leave. This change had a positive impact on retention, particularly within a predominantly female workforce. Many other ideas are discussed. I am also resharing a 16-page SAP paper, which includes 100 people analytics questions spanning 9 categories (e.g., internal mobility). ***Both resources in comment If you found this post helpful, let me know by resharing it, commenting, or tagging others who can benefit. #chro #hr #humanresources

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Skills-Based Internal Mobility Playbook—This 56-page playbook provides insights for enabling skills-based internal mobility. It is from The Business Roundtable Multiple Pathways Initiative and shared in a previous issue of my Talent Edge Weekly newsletter. 𝗖𝗵𝗮𝗽𝘁𝗲𝗿 𝟭. Initial steps of planning, strategy, and stakeholder engagement for skills-based internal mobility. 𝗖𝗵𝗮𝗽𝘁𝗲𝗿 𝟮. Process and considerations for skills validation or assessing and confirming existing skills. 𝗖𝗵𝗮𝗽𝘁𝗲𝗿 𝟯. Considerations for connecting people with opportunities (e.g., projects, jobs, learning). 𝗖𝗵𝗮𝗽𝘁𝗲𝗿 𝟰. Insights on measurement and metrics for skills-based approaches. 𝗖𝗵𝗮𝗽𝘁𝗲𝗿 𝟱. Opportunities and challenges related to tech that can enable the adoption of skills-based internal mobility. If you find value in content like this, make sure you receive my Talent Edge Weekly newsletter. A new issue comes out today (8/4/24) at 6 PM EST. Be one of the +34K people who get it today. https://lnkd.in/dWThftwK If this resource was helpful, please reshare it with others! #hr #internalmobility #skills

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They are out, the #ICF #Coachingsupervision #competencymodel Thank you Joel DiGirolamo Thomas Tkach Carrie Abner, CAE and all those who have worked diligently on this growing our field. My wish for 2025 - an ICF #credential and approval of programmes as opposed to just CCEs plus SUPERvision even more embedded in credentialing and renewal… ICF have chosen to focus the model on Coaching SUPERvision, however, our faculty at #CoachME note that it can be transferable for SUPERvising mentors, leaders, OD and L&D professionals, trainers, co-coaches, facilitators… Now for a bit of debate and generative thinking. 🤔 I find the phrase ‘coaching the coach’ leads to confusion in the field. We always advocate, right from initial coach training on our Association for Coaching and our ICF Level 1 programmes coaches having coaching for themselves for the experience (of course!). We prefer to say a coaching style of SUPERvision which can be one way to SUPERvise. This discussion came up this week in our #emcc #esqa training for #esia and some of the group were surprised at my stance due to my usually eclectic approach blending, for example somatic work with gestalt approaches and psychodynamic… My take is that if you are coach me on my stuff such as eg a relationships, we may talk about the ways that beliefs or habits play out in my different relationships including with clients and so the topic could come up in SUPERvision with a focus on the business side of coaching work and on the behaviours, ways of being too and yet it is a different focus. Of course, the restorative element of SUPERvision may also shine a light on the topic too. Maybe a dotted line around SUPERvision and coaching the coach, one that is permeable as opposed to being a thick line or division? Of course, in SUPERvision we may also ask for, or a SUPERvisor may offer an opinion or advice from experience or from research and we don’t have to leave with action and accountability (to put the end of a session bluntly). I know Michelle Lucas refers to coaching the coach in a write up as part of her new model too and Julia Carden PhD, PCC, FCIPD has also shared on this this week. Does the phrase confuse those training in SUPERvision and new SUPERvisees? What’s your take? Damian Goldvarg, Ph.D., MCC, CSP, ESIA, ACTC Paul S. Sanbar, MCC ESIA Mirella Treves Caroline Beckett MCC EIA/SP ESIA MA Prof. David Clutterbuck Professor Peter HAWKINS Eve Turner Craig McKenzie Dr Lise Lewis Robin Shohet Benita Stafford-Smith, MCC Jo Birch Edna Murdoch Erik de Haan https://lnkd.in/ghCUak_q I am proud to say that our #40cce #professionalcertificate in #systemicsuoervision and our #emcc and Association for Coaching (AC) accredited #diploma need no tweaks, they are all aligned to ICF’s competency model. #cce #icfcce

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“When the person in charge is competent, we all benefit.” This interview with Dr Tomas Chamorro-Premuzic is well worth a listen. In it, he discusses his research into what gets people into leadership roles and what makes them effective or not when they get there. The main conclusion? “We saw that we didn’t select leaders on the basis of talent, merit, or potential.” He discusses a problem that I have referred to as ‘Hidden Leaders’ - that qualities including empathy, self-awareness, integrity and humility ultimately make people better leaders, but also make them less likely to be selected as leaders to begin with. As he puts it: ”If you succeed at playing within the current rules of the game, you’re going to get further, but then you’re going to make things worse. And if you don’t, you might never be selected. ” The world is changing. Business is changing. The way we select leaders must change too.

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What would become possible, if we trained #AI to make compassionate choices? And what if we didn’t? Not sure? Ask AI. More thoughts here: https://lnkd.in/e-NcNwQY #leadership #compassion #humancentricleadership #culture #chiefenergyofficer

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𝗗𝗲𝗮𝗹𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝗰𝗵𝗮𝗻𝗴𝗲 𝗶𝗻 𝗚𝗲𝗿𝗺𝗮𝗻𝘆 🇩🇪 This week I had the pleasure of delivering a training session on change management in Germany. Navigating change can be challenging anywhere, but in Germany, certain cultural specifics play a key role in how employees and organisations respond to change. 𝑯𝒆𝒓𝒆 𝒂𝒓𝒆 𝒔𝒐𝒎𝒆 𝒉𝒂𝒄𝒌𝒔 𝒇𝒐𝒓 𝒎𝒂𝒏𝒂𝒈𝒊𝒏𝒈 𝒄𝒉𝒂𝒏𝒈𝒆 𝒆𝒇𝒇𝒆𝒄𝒕𝒊𝒗𝒆𝒍𝒚 𝒊𝒏 𝑮𝒆𝒓𝒎𝒂𝒏𝒚: 1️⃣ Emphasise structure and planning: Germans appreciate well-organised, structured approaches. Make sure your change management plan is clear, with step-by-step details, timelines and goals. Employees expect to know what's coming and how it will affect them. 2️⃣ Communicate early and transparently: Germans value transparency. It's important to communicate the reasons for the change, the benefits and the expected outcomes clearly from the outset. Surprises are generally unwelcome. 3️⃣ Involve employees and works councils: Collaboration is key. Works councils have considerable influence in German companies and need to be consulted at an early stage. Employee involvement builds trust and reduces resistance. 4️⃣ Training and development: Providing employees with structured training and resources to help them adapt to change shows that you are investing in their development, reduces anxiety and improves commitment. 5️⃣ Patience and consensus: Decision-making in Germany tends to be consensus-driven, which can slow things down. Take the time to build consensus at all levels to ensure lasting commitment to the change.  6️⃣ Long-term focus: Present change as a long-term investment in the company's success. Germans tend to take the long view, so showing how the change aligns with the company's sustainability and future growth will resonate better. Of course, every company and industry is different, so the approach to managing change may vary. However, understanding these cultural elements can provide a strong foundation for smoother transitions. What strategies have you found to be effective in managing change, especially in the German business culture?

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Coaching. So often discussed, and so often bungled by leaders. Some don't recognize the importance of coaching, while others try but struggle to deliver it effectively. No surprise there because coaching is nuanced, and often counterintuitive. Coaching is a complex skill that pays huge dividends when mastered; but first, leaders have to decide that it's important enough. Our research suggests that large proportions of leaders choose otherwise, and at great cost. In a moment when coaching is becoming more important than ever, coaching cultures are withering, leaving employees starving for guidance. Join the conversation on the importance of manager coaching in reducing turnover risk. DDI | Development Dimensions International's latest analysis sheds light on the critical role of coaching in employee retention. #CoachingCulture

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Companies with more women leaders outperform their competitors. But how do we move beyond lip service to real change? Get actionable strategies in 'Beyond Inspiring Inclusion: Strategies to Close the Gender Gap in Executive and Board Leadership'. Read it here ➡️ https://lnkd.in/dJyACUmK #womeninbusiness #womeninleadership #leadershipinsights #csuiteleaders

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Strategic Workforce Planning (SWP) continues to be a top talent practice with the greatest capability gap. According to a BCG analysis, SWP ranks 2nd of 32 talent practices in terms of capability gaps. One reason driving this gap (among many) is that SWP is often based on one "scenario" and may not plan for or anticipate other viable scenarios. A few questions to consider: 𝗕𝗮𝘀𝗲 𝗦𝗰𝗲𝗻𝗮𝗿𝗶𝗼. What scenario will likely occur? (e.g., FDA approval of drug X). 𝗣𝗹𝗮𝗻. What are the key elements of the workforce plan for this scenario? (e.g., a 19% increase in sales reps in regions A, C, & F). 𝗔𝗹𝘁𝗲𝗿𝗻𝗮𝘁𝗶𝘃𝗲 𝗦𝗰𝗲𝗻𝗮𝗿𝗶𝗼𝘀. What is at least 1 other possible scenario we might face? 𝗧𝗿𝗶𝗴𝗴𝗲𝗿𝘀. What indicators (e.g., economic shifts, etc.) would signal that the alternate scenario is more likely to occur? 𝗔𝗹𝘁𝗲𝗿𝗻𝗮𝘁𝗲 𝗣𝗹𝗮𝗻. What are 3-5 ways in which our workforce plan will shift if the alternate scenario occurs? What is one recommendation you have for closing the SWP capability gap? If you find value in content like this, sign up for my Talent Edge Weekly newsletter 𝗦𝗲𝗲-𝗹𝗶𝗻𝗸 𝘂𝗻𝗱𝗲𝗿 𝗺𝘆 𝗻𝗮𝗺𝗲 𝗮𝘁 𝘁𝗵𝗲 𝘁𝗼𝗽 𝗼𝗳 𝘁𝗵𝗶𝘀 𝗽𝗼𝘀𝘁 or https://lnkd.in/dWThftwK If this post was helpful, please reshare it with others! #hr #humanresources #strategicworkforceplanning

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Leadership transitions are defining moments that can have far-reaching impacts on an organization if not handled effectively. Learn how our executive onboarding services can help ensure trouble-free leadership transitions and protect against costly turnover ➡️ https://lnkd.in/dug8qNDd #leadershiptransitions #executiveonboarding #executivesearch #leadershipinsights #csuiteimpact

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How do you feel about the terms "soft skills" and "hard skills?" I am not a fan. I feel this dated vocabulary fails to reflect the true value and relevancy of both. Words matter and for me "Interpersonal Skills," "People Skills," or "Adaptability" better reflect our ability to problem solve, lead successfully, and respond powerfully to change. So-called "hard skills" might be more accurately captured by "Practical Skills" (although I might argue that emotional agility IS a practical skill - but you get me.😉), "Technical Competency", or "Proficiency." Whatever you call them, I agree that Emotional Intelligence (so-called soft skills) is not just important but critical in determining who will 'win' at change. Whatever the disruption, AI adoption, hyper-competitive talent market, even supply chain issues, how your people respond is more about the 'human factor' than anything else. What do you think?

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Are you ready to lead a big change? Learn if your team is prepared for the change you want to make. To register for our Leading Change and Transformation Workshop, please check the link in the comments section. 👇 #LeadingChangeandTransformationWorkshop #deliberateleadership

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