Irina M. Paullay

Nowhere is the significance of the CHRO more evident than in CEO succession planning, where HR leaders play a crucial, nuanced and pivotal role. Find out how to maximize your impact: https://lnkd.in/eu9EMqm8 #SuccessionWithSpencerStuart

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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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Chief HR Officer, AI in HR, Strategic Workforce Planning, HR innovation, and People Analytics. These topics are covered in issue 245 of Talent Edge Weekly. (𝟭) 𝗖𝗵𝗶𝗲𝗳 𝗛𝗥 𝗢𝗳𝗳𝗶𝗰𝗲𝗿. Josh Bersin covers how the CHRO role increasingly requires a blend of business savvy, technological understanding, and deep HR expertise. (𝟮) 𝗔𝗜 𝗶𝗻 𝗛𝗥. IBM’s CHRO, Nickle LaMoreaux, shares how HR started its AI journey by gaining some quick AI wins. I share bonus resources. (𝟯) 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗪𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴. My one-page playlist of 5 resources addressing different aspects of SWP. (𝟰) 𝗛𝗥 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻. Gartner addresses 3 ways HR can enable greater innovation within the function. (𝟱) 𝗣𝗲𝗼𝗽𝗹𝗲 𝗔𝗻𝗮𝗹𝘆𝘁𝗶𝗰𝘀. SAP shares 100 questions across 9 categories that can help organizations assess their most important talent issues. If you found value in this content, let me know by resharing it, commenting, or tagging others who can benefit. ***resources https://lnkd.in/djwh7g_E 𝗣.𝗦. A "Best of June" issue of Talent Edge Weekly comes out tomorrow Sun, 6 PM EST. Join +34,000 others who will receive these insights. See the top of the post under my name to learn how. #hr #humanresources #futureofwork

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There is broad recognition that managers, especially middle managers, have been under pressure for some time. From the #COVID19 #pandemic to the demands of today's workforces, #burnout is now a major #risk. My Gartner colleague Peter Aykens sat down with Liz Gottung on the #Talent Angle #Podcast to explore options around how organizations can better support mid-level managers. After all, if managers are a key reason for employees wanting to stay in an organization, should we not ensure that they are well equipped and supported? Unsurprisingly, simple training and upskilling is not enough to address this challenge and Liz made 2 key comments amongst the many insights that she shared, that are worth noting. First, helping managers prioritize is absolutely critical. Removing unnecessary tasks and administration while providing clarity on what managers need to focus on can help them spend more time supporting their people. But prioritizing is easier said than done. In a volatile, reactive operating environment, it is hard to set and stick to priorities when every new crisis simply trumps what a manager is currently doing and just adds to their workload. Second, if senior leaders and executives are not willing to spend the time on key development activities such as coaching and mentoring, what kind of a message does that send to managers? Simply put, managers will see this type of investment in employees as unimportant. Unless leaders are willing to show the same commitment to their managers that they are demanding from them, the support for employees is unlikely to improve. How does your organization support middle managers and enable them to deliver on the demands of a modern work environment? #leadership #HR #FoW #FutureofWork https://lnkd.in/guNb8M-q

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"A lot of talent ideas are based on science, but some people don’t accept it." "We need to learn how to turn what we know into what we do in a much more disciplined way." These quotes from Dave Ulrich are from the latest Future of HR Podcast episode, featuring HR thought leaders Bob Eichinger and Allan Church, Ph.D. They express their frustration with leaders in our field who ignore decades of scientific research on creating value. This insightful episode also covers the following topics and, from my POV, is a must-listen for any HR professional, talent practitioner, or business leader: - What does the research say about developing leaders? - Why is there a “knowing-doing” gap in implementing talent management practices? - Why skills-based organizations are an incomplete method of talent management. - How to think about and define leadership potential. - Why HR leaders need to ask what kind of leadership is needed for future success. - The reasons organizations struggle to develop a strong leadership bench. - How talent management professionals can elevate their impact. Thank you, JP Elliott, PhD, for bringing these experts together for such an insightful discussion! https://lnkd.in/eGeb6Drs #LeadershipDevelopment #TalentManagement #HR #LeadershipPotential

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In last week's episode of Culture Leaders Daily, I sat down with Johnny C. Taylor, Jr., SHRM-SCP, CEO of SHRM, to explore a pivotal shift in the HR landscape. We discussed SHRM's strategic decision to transition from DEI (Diversity, Equity, and Inclusion) to Inclusion and Diversity. Johnny shared how this change aims to unify rather than divide, addressing the widespread confusion and disagreements surrounding the "E" in DEI. Johnny's journey from law to leading SHRM is nothing short of inspiring. He discussed how his unique perspective, shaped by experiences in both the legal and HR fields, has equipped him to understand the critical connection between people and profit. His mission to be a unifier within the HR profession is evident in his approach to navigating this strategic shift. The conversation also touched on the broader challenges and opportunities in merging the interests of people and profit. Johnny emphasized the need for clarity and common agreement within organizations to foster inclusivity and drive meaningful progress. If you haven't given the whole episode a listen, hear today's snippet on Apple Podcasts: https://lnkd.in/ecD4faWC and Spotify: https://lnkd.in/eSajNARk. To hear the full-length episode with Johnny and me, listen on Apple Podcasts: https://lnkd.in/eu_ceKHD and Spotify: https://lnkd.in/esNS8D2k.

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Institutional change is taking a more “ direct” approach. The recent shake-ups at Disney and other big players prove that activist shareholders are a force to be reckoned with. It's all about recognizing where improvements are needed and working together, even if it gets a little heated. The success stories at GE and Procter & Gamble show that when management and activists team up, big changes can happen. It's like turning lemons into lemonade—leadership agility and teamwork make all the difference in turning challenges into growth opportunities. If we want need to make significant change happen quickly we must be willing take on different demons in different ways. #leadershipagility #changeprogress

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