John C. Ross

It can be difficult for company leaders to achieve appropriate executive compensation packages. When managed poorly, it can have detrimental effects on talent retention, motivation, and shareholder returns. So, what does it take to develop a good compensation system that's also aligned with your organization's strategic goals? -Understand each individual, considering their equity ownership, seniority, etc. -Research industry norms to remain competitive -Set performance metrics -Balance short-term and long-term incentives #ExecutiveCompensation #CompensationPackages #PerformanceManagement

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My daughter graduates from college next month, and those of us who are close to her share her pride and accomplishment in achieving this exciting goal. It’s the result of a great deal of determination in the face of obstacles no less daunting than a global pandemic, and it has renewed my belief in the power of milestones. I believe milestones are critically important in charting the progress of our lives and engendering gratitude. I’m sure thoughts in this vein also have something to do with the first total solar eclipse in North America in about 50 years. If you missed it, you’ll need to wait decades for another. While the huge, lifechanging milestones and events are important to celebrate, the small ones matter too. I recalled a Harvard Business Review piece some years back that spoke to “The Power of Small Wins.” Minor victories drive the personal narratives we all create about our lives and who we are, and how we view the work that we do: “Of all the things that can boost emotions, motivation, and perceptions, the single most important is making progress in meaningful work. The more frequently people experience that sense of progress, the more likely they are to be creatively productive in the long run. Whether we are trying to solve a major scientific mystery or simply produce a high-quality product or service, everyday progress—even a small win—can make all the difference in how we feel and perform.” For those of us who are leaders, this is another set of data that supports the power of kindness and positive reinforcement. Celebrate your small wins and those of your team. Milestones, large or small, matter, and the ripples most certainly spread further than we can know. https://lnkd.in/gNkKUhnV

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In yesterday’s issue of the Fortune CHRO Daily newsletter, the author highlights some interesting statistics on having friends and #mentors at work. According to a recent LinkedIn survey, 42% of women say they need close friends at work vs 34% of men and 46% of women say they need a mentor vs 36% of men. The author unpacks some of the potential reasons for this contrast, but I'm super surprised so many men feel this way. Friends aside, which research shows has numerous benefits to your career and #wellbeing, what really stands out to me is the mentorship component. I can say with full confidence that I would not be in the position I am today without the mentors who have helped shape my growth, personally and professionally. In every company I've worked in, all the way back to working at Trader Joe's in high school, mentors have been invaluable. Mentors who let me bounce ideas off them that perhaps were not quite ready for prime time. Who coached me through a difficult decision. And who let me reap the benefits of their experience and add them to my own. You may be able to reach the summit on your own, but a friend or mentor would likely make it a whole lot more efficient and likely more fun. When I think about mentorship, this image of Kareem and Wooden often comes to mind. Kareem Abdul-Jabbar is one of the greatest scorers in NBA history. He had all the skills to get there, but he's quick to credit his former coach and mentor John Wooden for his impact on his success. Regardless of your gender or years of experience, don't sell yourself short by skipping on a great mentor (or even a work friend). Find one and be #intentional with the time. You'll be glad you did when you look back on your 2024 performance and even more so when you look back on the entirety of your career. Don't wait! #servantleadership #careerdevelopment

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Being an effective people leader requires a variety of skills, but if I had to pick the most critical, I’d pick these four: 1. Empathy - You need a high level of self-awareness and empathy in order to relate to others and view situations from their perspective. 2. Clear Communication - Great leaders understand how to clearly and concisely communicate their message to ensure understanding. 3. Flexibility - Things can change quickly, so it’s imperative that you can adapt on a dime. 4. Ability to Motivate - Teams often need to be inspired to do their best work. If you can motivate your workers to be their best, then the entire company will benefit. #Leadership #PeopleManagement #HR

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CHROs are uniquely positioned to represent employees and employers, but many CEOs don't understand their role. These leaders are more than just administrators of workplace policies; they have become strategic partners to CEOs and other high-level leaders, often taking on the responsibility of culture, inclusion, and even AI initiatives. I know we'll start to see monumental organizational changes when CEOs begin to recognize that HR chiefs serve two sets of internal stakeholders. I’ve personally experienced it with some amazing CEOs. Andrew Oxtoby William "Obi" Greenman Are you a Chief People Officer or CHRO? If so, do you feel your obligations to your CEO and employees are in conflict? #CHRO #HR #HumanResources

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Middle of the night thoughts. Take them for what they are :-). We have all been there, you reach out to a former colleague, hoping to reconnect, but the response is either lukewarm or non-existent. It can sting. There’s a moment of disappointment when the silence or short reply makes you wonder if that shared history still holds meaning. The truth is, life pulls us in different directions. Sometimes, people drift apart not out of indifference or ill will, but simply because their present life no longer overlaps with our shared past. We all grow, and sometimes those we once held dear may no longer feel the same connection, especially when miles or years have separated us. That doesn’t make the prior experience any less valuable. It’s important to cherish the work relationships that shaped us, even if they’re no longer a part of our daily lives. Some colleagues might not have the desire or energy to reconnect, and that’s okay. It’s a reminder that time moves forward, and while we can’t always recapture the past, we can appreciate it for what it was. Reaching out is always worth it, though. For every unanswered message, there’s another former colleague who may be waiting for that reconnection, grateful you thought of them. Appreciative that you don’t want anything other than to rebuild the connection. And if not, that’s just part of the journey. Thoughts experts? #gratefulhrcat.

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Interesting! The Coordination Tax: Navigating through the daily work routine, deciphering who's on Zoom, walking in from the hallway, or messaging from different time zones, all while simultaneously prioritizing emails and messages effectively. #HumanResources #EmployeeExperience #Remotework

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Some things I'm thinking about as we close out Global Company Culture Month... This is a great month to take a step back and examine whether your company culture is functioning in a way that maximizes employee productivity and happiness. Here are a few questions to consider as you conduct your analysis: ❔ Does leadership discuss culture as often as we talk about profit and business performance? ❔ Does our hiring and onboarding process help people understand our culture? ❔ Are we ensuring that we have a diverse team? ❔ Do people feel safe to offer ideas and provide feedback? ❔ Is alignment with culture part of performance reviews, promotions, bonuses, etc? #GlobalCompanyCultureMonth

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Good article on how to drive the talent agenda in your organisation.

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Post 1: Is the CHRO the Sole Architect of Culture, or a critical Catalyst? 🤔 As we continue to navigate the complexities of modern work environments, one question lingers in my mind: Is the CHRO truly the sole architect of organizational culture, or is our role more about enabling and nurturing the culture that already exists within the fabric of the company? In today’s fast-paced world, where the nature of work is rapidly evolving, we're expected to be strategists, coaches, champions of diversity, and, above all, stewards of the organizational culture. But as I reflect on the myriad responsibilities we carry; I find myself pondering: Can one person—or even one department—truly shape and maintain a company’s culture on their own? 🌱 The Catalyst vs. The Creator Traditionally, the CHRO has been seen as the guardian of culture, but I believe our role is shifting from that of a sole creator to a catalyst. Yes, we set the tone at the top, advocate for the values that define our organizations, and implement policies that shape the employee experience. But culture is not a top-down construct. It’s the sum of every interaction, every decision, and every behavior exhibited across the organization. If we, see ourselves solely as the creators of culture, we risk falling into the trap of believing that culture can be mandated. In reality, culture is lived and breathed by every employee. Our job, then, is to provide the framework, the tools, and the environment where a positive, inclusive, and innovative culture can flourish organically. What are your thoughts on this? Do you see the CHRO as the sole architect of culture, or do you agree that our role is more about enabling and nurturing? 💬

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I had an insightful discussion this morning about the challenges individuals face in finding new roles. Technology, although powerful, cannot replace the human touch in recruitment. It cannot provide the vital feedback needed when a job opportunity doesn't materialize or explain why applicants are left in the dark mid-interview process. Moreover, it fails to comprehend valid reasons for employment gaps. Technology has its strengths, but the human element remains irreplaceable in the recruitment process. We can, and must, do better for those that are searching for new roles.

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🏖 Just back from a rejuvenating week in the sun, pondering the future of TA/HR Ops in the T.R.A.I World - Transformative, Rapid, Adaptive, Integrative. How can companies revamp their talent acquisition strategies to align better with broader business and people strategies? Share your insights! 🤖 Remember, AI should augment, not replace, recruiters. 🤼 Prioritize putting the human experience at the core of any automation or AI initiatives. 🔄 Leverage continuous talent sourcing and engagement/education to your advantage. 📈 Ensure that the AI journey maturity is consistent across TA/HR and the entire business. What additional considerations would you suggest to maximize impact? Let's keep the conversation going! #TalentAcquisition #HRStrategy #AIinRecruitment #BusinessTransformation #ContinuousSourcing #EmployeeEngagement #TRAI

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A recent survey found that 62% of employers say their company offers internal advancement opportunities, while only 36% of workers agree. The reality is today's employees are seeking career growth opportunities, and if they're not getting them they're going to look elsewhere. Many view employers' hiring practices as mostly to blame. Company leaders need to recognize that providing career development opportunities can increase productivity, satisfaction, and boost the bottom line, and consider hiring in-house before taking outside applicants. #Leadership #CareerGrowth #EmployeeDevelopment

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Leaders need to improve just as much as the average worker. Great leaders understand that continuous improvement is a necessity for successful organizations. You don't always have to be "the expert." In fact, that attitude is often a turn-off for most employees. I love what author, Yeo Chuen Chuen says: “[Leaders] are expected to provide the answers, or they expect themselves to provide the answers, but actually, answers are to be discovered together, through a series of failures.” When we fail together, we grow together. 🤝🏻🌱 #HR #Leadership #LeadershipStrategy

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Why Employees Quit? New research points to some surprising answers   The so-called war for talent is still raging. But in that fight, employers continue to rely on the same hiring and retention strategies they’ve been using for decades. Why? Because they’ve been so focused on challenges such as poaching by industry rivals, competing in tight labor markets, and responding to relentless cost-cutting pressures that they haven’t addressed a more fundamental problem: the widespread failure to provide sustainable work experiences. By supporting employees in their individual quests for progress while also meeting the organization’s needs, managers can create employee experiences that are mutually beneficial and sustaining.

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Did you know that 34% of U.S. workers end their workday feeling mentally or physically exhausted? In addition, nearly half of workers show at least one sign of burnout. So, what are employers to do? The answer is to proactively address mental health concerns by: -Providing mental health resources -Boosting awareness -Creating a culture of well-being #EmployeeWellbeing #MentalHealth #EmployeeExperience

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I am on a perpetual seek-and-destroy mission when it comes to “HR speak." Every day I'm on a mission to explain core elements of an organization’s people processes in the most simple, relatable ways. It’s particularly satisfying to receive feedback that my efforts have not gone unnoticed by some – even years later. Occasionally, I receive notes like the one below specifically about employee engagement.  Apparently, my oft-cited “pick up the paper” analogy I use to explain the potentially nebulous and variously-defined topic of employee engagement resonates for some. Here is one consultant’s definition of employee engagement: "Employee engagement denotes the multifaceted, dynamic, and iterative paradigm wherein an organizational member demonstrates a profound cognitive, affective, and behavioral commitment to the fulfillment of job responsibilities, aligned with the strategic objectives and core competencies of the entity, thereby fostering a state of optimized discretionary effort, tacit vocational efficacy, and intrinsic motivational resonance, which in turn catalyzes a positive synergistic feedback loop between the organization and its human capital, corresponding to enhanced individual and collective performance, well-being, and organizational sustainability." Huh? Can somebody please take this definition off life-support and end its misery? Here’s the “pick up the paper” illustrated definition, which I adapted from the great Paul Letson, MBA at Gallup, who holds the patent on it. Picture this: You’re walking through the halls of the workplace. You spot a piece of paper in the hallway. If you: - Don’t notice the paper:  Actively disengaged - Notice the paper and still walk past it:  Not Engaged - Notice and pick up the paper (and put it in the trash):  Engaged When I’m in person with a group of people trying to explain employee engagement, I’ll throw crumpled paper on the ground to set the scene and give it dramatic effect. Folks seem to remember this given how often I get notes like the one below.  Just two weeks ago someone from a past life said, “I thought of you the other day when I saw paper on the floor and picked it up.” In this context, I'm fine with trash invoking memories of things I've said. 😂 Thanks for the great inspiration Paul.  It lives on powerfully in my world - and that's not trash talk.

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Employees need to know that their leaders value and respect them. In my HR experience, I've found that improving employee engagement comes down to four main principles - making sure that workers feel: 1. Seen - Recognize your employees for their achievements and foster meaningful connections. 2. Heard - Create a culture of open communication, where speaking up and sharing ideas is encouraged. 3. Valued - Show your employees that their contributions are appreciated. 4. Encouraged - Focus on guiding your employee not just through day-to-day tasks, but long-term career goals as well. #HR #FutureOfHR #EmployeeEngagement

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Love this piece from Zach Mercurio. As leaders, we've got to stop overlooking our high-performing employees. When we spend most of our time and attention on developing underperformers and attempting to reengage disengaged workers, we risk losing the high performers that are often keeping our companies afloat. Focus on providing purpose, development, and fostering good relationships with all of your employees and the rest will fall into place. #HighPerformers #EmployeeEngagement #Leadership

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