41 Willis Towers Watson Testimonials

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

“Willis Towers Watson Employee Engagement Software has allowed us to make quick progress on employee engagement. It means we can rapidly address topics that we know are important to employees. An agile approach to employee surveys is important because that’s how we work as a business and HR operates in the same way.”

“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.”

"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 learning. This is the only way we’ll start to make it part of how we operate.”

"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 an easy path and you have to be willing to make bold steps in this environment; not all of them are met with unanimous and positive reception.”

"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 them before the competition does.”

“We hear a lot about digital transformation and how it’s changing how work gets done and how companies drive competitive advantage. Previously, the notion of digital was more focused around tech companies, and it’s now become a mandate of companies from all different industries. We’re seeing growth of software engineers outside of tech nearly match the growth of software engineers in tech.”

"We have this notion of people operating at the top of their licenses. When you spend time doing things that only you can do, that makes the most of your experience/training/skill set/competencies; that creates value for our employees, our customers and our brand.”

"You have to digitize transactional work, like you do for customers. You have to look at all high-touch, highly administrative work, and figure out how you will automate it. That’s a big part of the agenda moving forward.”

“We are going to have to invest in our next generation of leaders. I now factor into my business that I’m going to have to train people forever.”

"You start to deconstruct jobs into tasks and pockets of work, and your employee population from numbers of people to clusters of skills.”

"What’s really required of future workers is fundamentally to be avid learners. Companies need to be in a place to help their people reskill.”

"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.”

“We have a big role to play around culture and purpose. We need to make sure that we continue to build this as our North Star across the organization and leverage it for the decisions that people make every day.”