41 Willis Towers Watson Testimonials

“We have reached a cultural tipping point in the workplace, driven by public attitude shifts on employment policies, blurred lines between work and home life, and generational differences in the expectations of work itself.”

"Digital disruption, transformation and success in the digital world will center around one thing - and that’s people.”

"With the use of integrated data platforms, we don’t have to organize around functions anymore: We can actually organize around employee experiences and have multifunctional groups.”

“Leading with the work and not with technology.”

"In a short timeframe, we had to respond quickly and rethink how we were engaging with everybody in order to support our people internally and our customers externally.”

"The digital revolution is a human revolution. While new technologies are what’s driving the Fourth Industrial Revolution, ultimately, it is people who will bring it to life in businesses. As HR Leaders, we play a pivotal role in helping to lead our organizations to a new future of work - one that has the potential to be more inclusive, more purposeful and one which can deliver more positive impact to our people and our consumers. It is for this reason why I think there’s no better time to be in HR. This framework is an important tool to help accelerate the redefinition of our function and profession, and I look forward to seeing how it is leveraged by business leaders globally."

"As we move deeper into the Fourth Industrial Revolution (4IR), we clearly see HR changing to reflect our role as a crucial business driver. Our success in the future of work will depend heavily on our ability to effectively prepare our workforce - by fostering a culture of reskilling, upskilling and lifelong learning."

"The Fourth Industrial Revolution and its significant implications for the future of work present the HR profession with a unique opportunity to redefine its mandate and further advance its mission-critical function by shifting from being a steward of employment to being a steward of work, while ensuring the continued relevance of the global workforce through the creation of a culture of continuous learning and reskilling."

“The true value of the survey is at the local level. As a multinational operating all over the world, the process needs to be decentralized and dissemination of our messages needs to occur locally.”

"At Schindler, people really want to have their voice; they want to see that something happens as a result. That’s one of the main drivers of the success of our survey."

"For the first time in 2018, we’ve seen the answers to the survey questions really give a clear indication that a commitment to high performance was beginning to enter the DNA of the organization."

"Nasdaq faced an explosive growth in its employee population. It was crucial for employees to understand what was expected of them in different roles.”

"It's likely the biggest project the business lines and HR have ever undertaken.”

“We’re only going to get things done if we have the right people, the right talent in the right functions with the right goals. That to me is the role of HR, to ensure that we have the right people strategy in order to inform the business strategy."

“I believe the big change is that people goals are viewed as strategic goals, not enabling goals. And they are shared across the Operating Committee. If a CEO does not have that lens, I believe that the board needs to engage. People are a strategic imperative.”