41 Willis Towers Watson Testimonials

"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.”

“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 fluid organization what binds people together is culture. In other words, culture is the new structure.”

"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.”

“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.”

“When your organization’s work is less concrete and more dynamic, people identify more with intangibles. They’re going to grab what they can to give meaning to what they do. That’s why culture and purpose and shared values aren’t just fads.”

"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.”

“You need fewer experts to know how to operate and you need more people who can think conceptually and use data to their advantage.”

"How we apply data and technology is increasingly more critical to ensure a scientific and evidencebased profession. We need to move from a world of experience to one of science, analytics and judgement.”