41 Willis Towers Watson Testimonials

"Companies are going to need more of very scarce talent in areas such as AI and data science. Those people are already very expensive and hard to find. HR leaders are going to have to get good at growing their own and reskilling their people.”

“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.”

"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."

"Through our partnership with Willis Towers Watson we've really been able to modernize our benefits approach and offering. I look forward to continuing working together and modernizing our program even more.”

"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.”

"With Willis Towers Watson Compensation Software, I feel like we have a bigger team than we do in reality because I now have a tool that is powerful enough to massage my data and give me answers, enabling me to clearly present the impact to a broad range of stakeholders.”

“Our meeting agendas were always organized to accommodate different time zones to ensure we had real-time input from people working on the ground in every region where the company operates. This took a lot of additional time and effort, but it really helped maximize inclusiveness in the design process as well as the precision of the questions we asked.”

"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.”

“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."

"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 have to do both at the same time.”

"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.”