People Strategies for 2020 and Beyond

June 1, 2020

A comprehensive meeting summary, along with all slides and presentations is available to EN Global HR Leader members only. Don’t forget to fill out the form at the end to learn more.

People Strategies for 2020 and Beyond

Our 2020 Spring GHRLN meeting brought global HR leaders together virtually to discuss their people strategies for 2020 and beyond. The forum provided thought leadership and peer discussions on ways that organizations are effectively running their HR functions and navigating the unprecedented transformations brought on by the pandemic. Participant companies included Arla Foods amba, Johnson & Johnson, National Australia Bank, BASF, BP p.l.c., Mars, Inc., Prudential Financial, The Principal Financial Group, Legal & General, Bacardi, Reckitt Benckiser, Heineken USA, and nVent.

Networked, Scaled and Agile: Designing Complex Organizations for Speed
Amy Kates, Managing Director – Kates Kesler

Organizations are grappling with how to stay ahead while keeping up with the changing needs of businesses, especially as they deal with effects of the COVID-19 pandemic. Amy Kates emphasized the important role of a vertical organization and a leader’s ability to make decisions, put employees first, think of the long-term, and balance the negative impact of the pandemic with positive messages. Leaders must be consistent, give coherent direction and assign clear priorities to keep the focus on the organization, while planning and empowering people on the front lines for the future. Amy highlighted a system of leadership layers designed to do just that:

  • Strategic Layer
  • Integrative Layer
  • Operational Layer

Re-thinking your “People Ecosystem” so the Right Digital-Age Leaders Rise to the Top
Melissa Swift, Senior Client Partner, Leader, Digital Advisory, North America and Global Accounts – Korn Ferry

While we tackle the COVID-19 pandemic, having leadership at the top that is nimble, agile and digital is very important. Melissa Swift and her team pulled four different leader personas and identified how each can take steps to become better leaders faster. They mined data on the behaviors of digital leaders to find what distinguishes them from other leaders. The research showed that digital leaders are more adaptable, more willing to take risks, among other things. Two of the digital leadership personas she described include Angelic Troublemaker and Inspired Introverts.

Member-Led Discussion Takeaways

Some of the reflections and takeaways from the member-led discussions around people strategies and their COVID-19 impact were around:

  • Experimentation with gig economy/contract work vs. employment-at-will, with a focus on cost and increased employee stability
  • Reaffirmation of the importance of local decision-making
  • Utilization of outside experts for agile expertise
  • Democratization of communication and leadership
  • Experimentation with big shifts in the business
  • Utilization of sentiment analysis to get insights around workforce needs
  • Creation of commercial hubs for families and communities to access resources for help and support
  • View of HR function in a more holistic, big system way
  • Combination of longer-term ambitions with shorter-term opportunities that are good for people and business
  • Anticipation of what employee segments will look like in the future: It will be more diverse in needs and HR services will be consumed differently
  • Examination of talent access strategies and talent segments to attract new people

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2020 Spring GHRLN Meeting

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