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During the 2008 great recession, I was a CHRO for a health system in California. To remain viable, we had to make very hard workforce related decisions including but not limited to laying off 180+ employees, consolidating, and shutting down services. We were thrust into responding to the market downturn and slow recovery.
The breakdown of participants looks like: CHRO and Vice President of HR: 30%. WorkforcePlanning. Recruiting (Workforce). Over the course of a 90 day period (Ending on 5 September 2019), we collected survey responses from 542 individuals. We used email lists to target HR executives. We did not purchase any responses.
After the 2008 financial crisis, the 2020 pandemic gave rise to the people crisis within organizations. The CHRO running the boardroom. And that’s how suddenly the CHRO became the linchpin of the boardroom. ” If that were true, why didn’t the CHRO have a real seat at the table? HR to the rescue!
If the workforce is truly to be valued as an asset, much like financial capital or brand equity, the entire C-suite, not just HR, will need more robust and accessible information about current and future talent needs, employee productivity and resource availability. See this post on imagination (vs evidence) based HR.
After the 2008 financial crisis, the 2020 pandemic gave rise to the people crisis within organizations. The CHRO running the boardroom. And that’s how suddenly the CHRO became the linchpin of the boardroom. ” If that were true, why didn’t the CHRO have a real seat at the table? HR to the rescue!
Adamsen is passionate about using data for good and focuses his knowledge on people analytics, talent strategy, workforceplanning, diversity and inclusion, and employee engagement and wellbeing. Adamsen also wants to promote the ethical use of AI in workforce management. Shook is the long-serving CHRO at Accenture.
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