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

"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 - …

"The culture of Upwork is foundational to who we are; it’s the driving force for why people come to work. Everyone’s here because we believe in the mission; it surrounds everything we do. We talk about how we create programs that are a physical manifestation of our values and mission.”

“Willis Towers Watson has a truly unique set of solutions that integrate HR software products with consulting services and personalized data. That powerful combination is what brought our portal to life and helped us create an exceptional employee experience for our team members. The implementation team at Willis Towers Watson …

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

“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."

“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.”

"We have different organizational models in our company. We still have a command and control/process controlled organization; on the other hand, we have a new part where we work to think through the disruptive challenges. It’s here where we use agile methods and self-organized teams. We call it ambidextrous; we …

"Allow your organization to adapt and grow, and have a risk mentality. I’m a believer that if you’re not willing to bet your job every couple of years, you’re not fit to be a CHRO.”

"Agility can seem difficult when you are part of a large, mature company; people often think that this way of working could only exist in start-ups. Our role is to make it safe for people to operate in an agile manner by getting comfortable trying little things, failing small and …

"There are two main mindsets that are critical for the CHRO: agility and courage. Agility - because that’s what’s needed when you are at the table with business leaders and have to understand the business demands and how we continue to evolve what we’re doing. Courage - because it’s not …

"My operating mantra was the question: Do we have the organizational capability to run and grow the business. To distinguish run and grow, run is all about efficiently executing today’s operations, and grow is about understanding the paths to profitable revenue growth and having the organization prepared to deliver on …