HRO Today June 2018 - 41

HRO Today Forum
small scale. Once we explode it in our department, it will save
us wages as well as effi ciency.
Gaston: Do you use gig workers and how is this impacting
your workplace?
Julie Fletcher, chief talent offi cer, AMN Healthcare: The gig
economy forms our core business-we provide contingent
workers and interim leaders to our clients. We defi nitely see
a rise in contingent labor coming and going, and a lot of " try
before you buy. " Our culture is extremely intense and it's not
the culture for everybody so I see the benefi ts of coming and
going, but sometimes this is challenging. Our number one CEO
goal in the organization is talent and retention, so I do worry
that with the organization growing rapidly, you need people
to stay and be hands-on.
Gaston: As a CHRO, what role do you play in your
organization's planning process and strategic development of
corporate objectives, as well as execution?
Christine Escklisen, chief human capital offi cer, Piper Jaffrey:
I'm involved in ongoing discussions about the appropriate
strategic direction of the company as well as how to execute
it. You have to be the voice of reason about what's possible.
One of the biggest roles I play is helping to develop people
effectively and talent planning.
Gaston: As you look into the future, what is one trend that
you're excited about and one trend that really scares you?
Kevin Silva, executive vice president and CHRO, Voya
Financial: Companies that understand and capitalize on
diversity are the ones that are going to win. It's now the norm
and it's no longer appropriate to aspire to diversity. Creating
the environment where diversity will thrive will win. Being a
values-based organization is also important-it's HR's role to
be the change and model the change that you want in other
executives.
Gaston: Have you done anything around agile and how has it
affected your internal practices?
Cindy Fiedelman, CHRO, Digital Realty: There are a lot of
groups across the company that are working in a more projectoriented
environment. From a talent acquisition standpoint,
we've tried to adjust our performance management system
so that there's fl exibility and fl uidity so that people can adjust
goals and get real-time feedback.
One-on-One Interview with Andrea Ledford
At NCR Corporation, Andrea Ledford, executive vice president,
CHRO, and chief administration offi ce, works to facilitate an
" iNCRedible culture " where employees take charge of their
own engagement and success. For Ledford, reinventing the
organization's culture was key to the execution of NCR's
corporate strategy and essential to embedding the strategy
into the minds of each employee.
By encouraging employees to help develop a corporate
culture that is defi ned by their own values, NCR has succeeded
in making sure that every employee is committed to living
those values both in and out of the workplace. The values
are integrated and reinforced in every interaction with
employees, from the onboarding process to moments of
recognition and daily calls to action.
This all contributes to what Ledford calls a " we, me, us " model
of engagement. At NCR, the individual (the " me " ) makes the
decision to work hard for the benefi t of the team (the " we " )
and the collective community (the " us " ). Teams celebrate
victories and confront failures together, reducing fear around
failure and making room for innovation, says Ledford.
As a result of this approach, every individual at NCR owns
their own engagement-it is not the responsibility of
managers or the HR department. This level of independence
and dedication to three values-dedication, performance,
and integrity-has helped employee engagement at NCR
increased signifi cantly, with 82 percent participation in the
engagement survey.
HR Goes Agile
Peter Cappelli, director of the Center of Human Resources
at The Wharton School, believes that " agile " is the next big
thing in business. The key driver of business success is ideas,
and agile is a way of managing projects that allows teams to
execute on new ideas without being restricted by rigid plans
and processes.
Originally emerging from the IT world, agile is now becoming
a top priority for CEOs that require innovation quickly. In a
typical workplace, project managers must explain their end
product and demonstrate a return on investment before a
project can even begin, but agile circumvents this, giving
teams the power to solve a problem organically based on
prototyping and continuous feedback.
In this type of work model, the function of HR changes. HR
professionals in agile businesses are relied on to ensure that
teams get the help they need when they need it; they must
learn to anticipate skill gaps in advance and provide the right
learning modules quickly to fi ll those gaps. Because teams,
rather than individuals, are the primary production unit, HR
will need to understand how to empower and engage teams
and adapt their compensation and recruiting functions to
match. Just as agile is creating a new model of business, it will
also create the future model of HR.
JUNE 2018 | www.hrotoday.com
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HRO Today June 2018

Table of Contents for the Digital Edition of HRO Today June 2018

HRO Today June 2018 - 1
HRO Today June 2018 - 2
HRO Today June 2018 - 3
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