Human Resources Management

In 2014, Target was falling apart. Data breach. Failed expansion. Low morale. Brian Cornell took over and did the opposite of what most CEOs would do: When Brian Cornell became CEO of Target in 2014, the board wanted results and fast. The company was reeling from: A massive data breach A $2B failed Canada expansion A workforce on the edge of burnout Most CEOs would’ve tightened control. Cut costs. Pushed harder. Cornell did the opposite. He raised wages. He invested billions in store remodels. He celebrated every renovation publicly, with before-and-after photos that teams could share with family. Each move made the mission tangible. Employees could see the impact. Touch it. Take pride in it. And something remarkable happened: Productivity rose. Customer satisfaction surged. Revenue followed. Not because Cornell demanded performance, but because he restored energy to a depleted team. That’s the part most leaders miss: Pressure without energy doesn’t create performance. It accelerates burnout. So what actually recharges team energy? Cornell’s story reveals three levers: 1. Meaning. People aren’t motivated by vision statements. They’re motivated by evidence their work matters. Cornell’s store remodels gave employees pride in their physical environment, something they could show their kids. 2. Progress. The #1 driver of motivation at work isn’t praise or pay. It’s seeing progress on meaningful work. Every completed renovation became a milestone worth celebrating. Momentum built from there. 3. Recognition. Not generic praise. Not annual bonuses. Specific, timely appreciation. Cornell made frontline workers feel seen through real wage increases and public celebration of their work. Most leaders talk about culture. But culture doesn’t survive on pressure alone. Energy fuels performance. And leaders control the energy. Cornell’s genius wasn’t vision. It was directing attention where energy replenishes, not where it gets drained. This is what I call energy management, and it’s just one piece of a bigger system. The full 3rd Leader Framework includes: Clarity (knowing where you’re going) Alignment (getting everyone moving together) Energy (fueling the team that’s doing the work) Your team doesn’t need more pressure. They need more energy. And you set the tone. Want more research-backed insights on leadership? Join 11,000+ leaders who get our weekly newsletter: 👉 https://lnkd.in/en9vxeNk

Pre-2020, office culture was synonymous with the 'cool' office: think places to lounge, stocked pantries and in-office happy hours that went all out; or luxe retreats and team-building exercises meant to foster the feeling of 'family'. In past years, these perks drew many workers to the office – in some cases, entire companies defined themselves by their office cultures. The world of work looks and feels entirely different than just a few years ago – yet many companies are still intent on recreating the office cultures workers left behind as they abandoned their desks in 2020. While these companies are making some gestures to adapt – for instance, redesigning spaces to accommodate new preferences and hybrid-work habits – many are still set on bringing back what lured in workers before the pandemic. Yet swaths of employees simply aren't interested in going backward. Instead of trust-falls and cold brew on tap, employees are demanding flexible work, equitable pay and a focus on humanity in the workplace that transcends the perks they sought years earlier. Workers' shifting priorities are a natural consequence of the Covid-19 pandemic, says Georgina Fraser, head of human capital for global commercial real-estate firm CBRE. "The pandemic gave us autonomy in a way that we haven't had previously," she says. "It gave us the opportunity to choose how we structured our working days." And now that workers have experienced that level of work-life balance, they won't settle for less. Fraser adds: "Post-pandemic, we saw a resurgence of people being very vocal about what they wanted and needed, not just from office culture, but from the wider world." Now, she says, workers aren't shy about "wanting to be seen as a whole human – and that filters down to their physical location, how [employers] manage them, what support they receive and how [employers] integrate technologies between home and office in order to support them". Now that the workplace doesn't serve as the culture hub it once did, "companies have really struggled to redefine the role of the office", says Lewis Beck, CBRE's head of workplace for Europe. Office culture that was once meant to get employees excited doesn't have the same pull when workplaces are only one-third full. And workers who are interested in – or required to do – office work aren't looking for many of the perks that defined culture before 2020. This is especially the case for young employees. "The next generation is very comfortable advocating for their needs," says 32-year-old Juan Franco,an associate director of operations working in higher education. "And if a company is not adapting to their needs, they can't expect to keep that employee happy." ❓What are the secret ingredients of office culture in 2024? Keen to hear your thoughts and ideas. 🙏🏻 WorkFLEX-Australia #returntooffice #hybridwork #worklifebalance Author: Lillian Stone BBC News BBC https://lnkd.in/gK76DRXv

𝗧𝗵𝗲 𝗛𝗥𝗕𝗣 𝗠𝗼𝗱𝗲𝗹 𝗜𝘀 𝗗𝗲𝗮𝗱. 𝗛𝗲𝗿𝗲’𝘀 𝗪𝗵𝗮𝘁 𝗥𝗲𝗽𝗹𝗮𝗰𝗲𝘀 𝗜𝘁 Almost 8 years ago, I sat across the table from a senior leader of a global firm, interviewing for the Head of HR role. The discussion veered toward the future of HR.  I laid out my vision: 𝗞𝗶𝗹𝗹 𝘁𝗵𝗲 𝘁𝗿𝗮𝗱𝗶𝘁𝗶𝗼𝗻𝗮𝗹 #HRBP 𝗺𝗼𝗱𝗲𝗹.  It had become a process-heavy, compliance-first function, losing sight of what truly matters - #people and #business impact.  Instead, I proposed a radically different approach: Hire a Data Scientist, a Design Thinker, and a Product Leader.  A HR function built around three pillars most HR departments had never considered: 1. #DataScience: To uncover the hidden patterns of organizational behaviour 2. #Design: To craft meaningful employee experiences at every touchpoint 3. #Product Leadership: To scale these experiences through innovative solutions The interview ended cordially. The offer never came. 😀 Then I joined Fractal.  A year in, I reimagined HR, not in theory, but in action. We built four core teams to redefine HR's role as a true business driver: 1. 𝗣𝗲𝗼𝗽𝗹𝗲 𝗔𝗱𝘃𝗶𝘀𝗼𝗿𝘆 F͟o͟c͟u͟s͟: Building exceptional managers and leaders M͟i͟s͟s͟i͟o͟n͟: Identify improvement areas, implement targeted interventions, and serve as culture evangelists G͟o͟a͟l͟: Create and retain great leaders who drive organizational success 2. 𝗣𝗲𝗼𝗽𝗹𝗲 𝗚𝗿𝗼𝘄𝘁𝗵 F͟o͟c͟u͟s͟: Organizational performance excellence M͟i͟s͟s͟i͟o͟n͟: Design systems that elevate both individual brilliance and collective excellence G͟o͟a͟l͟: Make performance management effortless and impactful 3. 𝗣𝗲𝗼𝗽𝗹𝗲 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 F͟o͟c͟u͟s͟: Human-centered design M͟i͟s͟s͟i͟o͟n͟: Apply the EACH model (Employees as Clients and Human beings) G͟o͟a͟l͟: Deliver consumer-grade experiences throughout the employee lifecycle 4. 𝗣𝗲𝗼𝗽𝗹𝗲 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀 F͟o͟c͟u͟s͟: Technology enablement and data insights M͟i͟s͟s͟i͟o͟n͟: Build CMMi level 5 processes to manage employee data and lifecycle events G͟o͟a͟l͟: Ensure smooth global operations that scale with growth 𝗧𝗵𝗲 𝗹𝗲𝘀𝘀𝗼𝗻: #HR 𝗶𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗮𝗯𝗼𝘂𝘁 𝗽𝗼𝗹𝗶𝗰𝗶𝗲𝘀, 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀, 𝗮𝗻𝗱 𝗰𝗼𝗺𝗽𝗹𝗶𝗮𝗻𝗰𝗲. 𝗜𝘁’𝘀 𝗮𝗯𝗼𝘂𝘁 𝗱𝗲𝘀𝗶𝗴𝗻𝗶𝗻𝗴 𝗮 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻 𝘁𝗵𝗮𝘁 𝘂𝗻𝗹𝗼𝗰𝗸𝘀 𝗽𝗲𝗼𝗽𝗹𝗲 𝗽𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹, 𝘀𝗰𝗮𝗹𝗲𝘀 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽, 𝗮𝗻𝗱 𝗱𝗿𝗶𝘃𝗲𝘀 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀. 𝗧𝗵𝗲 𝗳𝘂𝘁𝘂𝗿𝗲 𝗼𝗳 𝗛𝗥 𝗶𝘀𝗻’𝘁 𝗰𝗼𝗺𝗶𝗻𝗴. 𝗜𝘁’𝘀 𝗮𝗹𝗿𝗲𝗮𝗱𝘆 𝗵𝗲𝗿𝗲. What outdated models are you still clinging to in your organization? And what might be possible if you had the courage to reimagine them entirely? #HRTransformation #FutureOfWork #EmployeeExperience #OrganizationalDesign #DataDrivenHR #HRReimagined #PeopleFirst #HRInnovation

Is only fair compensation enough for an employee to thrive in the company? After spending over a decade in this industry. I have realized that fair pay or bonuses are not the only factor to make your employees feel satisfied at the workplace! It is crucial but it’s just the beginning. The real winner here is employee experience and here is how we can create workplaces that people love: ✅ Build Real Connections: 📍Encourage team bonding: Set up regular team-building activities, both in-person and virtual. 📍Create mentorship programs: Pair junior staff with experienced leaders for guidance and support. 📍Host regular check-ins (not just performance reviews): Go beyond annual reviews. Have informal chats to understand your team's needs and aspirations. ✅ Offer Growth Opportunities: 📍Support career pathing: Help employees visualize and work towards their long-term goals within the company. 📍Celebrate learning, not just results: Acknowledge efforts to acquire new skills, not just successful outcomes. 📍Offer stretch assignments: Give people chances to step out of their comfort zones and grow. ✅ Listen and Act: 📍Run regular surveys: But don't just collect data - act on it! 📍Have an open-door policy: Make leadership accessible and approachable. 📍Actually, implement good suggestions: Show your team their voice matters. Create feedback loops: Keep the conversation going and update on progress. Remember: Happy employees are productive employees. When people feel valued, supported, and engaged, it's not just good for them - it's great for business. Lower turnover, higher productivity, and a positive company culture all contribute to the bottom line. But this isn't a one-time effort. Creating a fantastic employee experience is an ongoing process that requires commitment, creativity, and genuine care for your team. What's one innovative thing your company does to boost employee experience? Or what's something you wish your workplace would implement? Let's share ideas and elevate HR practices across the board!

The CEO’s secret to doing more without feeling less Let's set the record straight: time is important—very important. It’s one of the most valuable resources you’ve got as a leader. But here’s the kicker: time alone won’t get you where you need to go. What’s equally critical? Energy. Think of time as the canvas & energy as the paint. You need both to create a masterpiece. HBR puts it bluntly: the difference between effective & ineffective leaders is the ability to “manage energy, not time.” That doesn't mean we toss our calendars in the bin; it means we start thinking beyond the clock. Time is finite—everyone gets the same 24 hours. But energy? That’s a different story. Energy is dynamic, replenishable, &—most importantly—controllable. Managing time is like budgeting money, but managing energy? That's investing it wisely to get maximum returns. Now, let's not dismiss time management entirely; it’s still crucial. You need to know where every minute goes, but also ask yourself: “How am I feeling while I’m spending it?” That’s where energy comes in. Think of a day where you had a solid 8 hours of sleep, exercised, & felt pumped up. Even with back-to-back meetings, you were on fire, right? Now, think of another day when you were sleep-deprived, stressed, & dragging yourself from one task to another. Same 24 hours, but the output? Worlds apart. That’s because time management is only half the equation. Energy management fills in the gaps. • Recognize your energy cycles: Every leader knows to manage their time, but few do so according to their energy peaks. Are you sharper in the morning, or do you hit your stride post-lunch? Use your most productive hours for tasks that require the most brainpower. • Make time for recovery: Here’s where energy management shines. To make the most of your time, you need to recharge. Just like a phone, your “battery” needs to be replenished. Studies show that high-performing leaders make time for short breaks to prevent burnout. It's not about taking time off but making time more valuable. • Set boundaries like a pro: Yes, time is money, but so is energy. Meetings that should have been emails? Colleagues who drain your enthusiasm? Cut them out. Guard your energy like it’s your last dollar. The key isn't just filling up your calendar; it's filling it with things that add value & energize you. • Embrace micro-breaks: Ever tried the Pomodoro technique? It’s not just a time management hack; it's an energy hack, too. Work in focused bursts, then take a short break. Research shows it keeps your energy levels high, helping you get more done in less time. So, step back the next time you feel overwhelmed by the ticking clock. Ask yourself: How am I managing my energy? When you get the energy equation right, time starts working for you, not against you. Great leaders know how to use their time wisely, but the best leaders also learn to power themselves up to make that time count. #Leadership #Time #Energy #Management

Companies talk about the importance of mental But most just do that "talk" They really don't actually give a sh*t   Because if they did, there would be more budget allocated towards workplace mental health support But there isn't   What if mental wellbeing was treated like any other business risk. Monitored, resourced, and reviewed.   We budget for cyber risk and financial risk, we run scenarios, buy insurance, train teams. Human risk deserves the same seriousness, because stress, burnout and attrition are not random, they follow patterns we can measure and change.   A practical model: → Workload that matches capacity, → Role clarity that leaves room for judgement, → Managers trained for hard conversations with support behind them, → Access to qualified help, confidential and quick, → Fair flexibility, measured by outcomes, not chair time, → Clear progression, so staying makes sense.   Add governance so it lasts: → Set quarterly reviews with HR and leaders, look at absence, turnover, workload signals, and internal moves. → Publish what you will change, and by when. → Give managers a simple playbook for tricky moments, and a person they can call. → Resource it like it matters, not only during a crisis.   None of this sits with HR alone. It needs leadership ownership, budgets, and time. When that happens, you see fewer preventable exits, steadier teams, better decisions under pressure.   Treat people risk with the same respect you give every other risk. Your culture, and your numbers, will reflect it.   Start somewhere small this week, and build from there.

💡 High performance isn��t just about time management—it’s about energy management. This was one of the big takeaways from the “Personal Operating System” workshops I ran for White & Case LLP’s law graduate program in Melbourne earlier this month. The goal of these workshops? To help the next generation of lawyers build sustainable habits, make better decisions, and thrive—not just survive—in their careers. Did you know that there’s more than one type of energy? High performers don’t just focus on physical stamina—they actively manage seven different types of energy: ⚡ Physical – Your body fuels your work. Sleep, movement, and nutrition are just as important as hitting deadlines. 🧠 Mental – Focus isn’t infinite. Taking breaks, avoiding multitasking, and managing distractions helps sustain deep work. 👀 Sensory – Constant screens, noise, and bright lights drain you. Closing your eyes, stepping outside, or reducing tech time restores balance. 🎨 Creative – Fresh thinking requires fuel. New experiences, art, and exposure to different ideas keep your problem-solving sharp. ❤️ Emotional – Processing and expressing emotions in healthy ways (through journaling, coaching, or deep conversations) prevents burnout. 🤝 Social – Some relationships energise, some drain. Being intentional about connection and solo recharge time is key. 🌱 Spiritual – Work feels more meaningful when aligned with your values. Finding purpose beyond the next task fuels long-term motivation. It was powerful to see these concepts click for the grads. The best lawyers aren’t just technically skilled—they’re self-aware, adaptable, and intentional about how they lead themselves. What type of energy do you need to manage better? Personally, I’m working on my mental energy. Thanks again to Lauren (Kay) Johnstone, Frances Absalon and the whole White & Case team for your trust and partnership! #Leadership #HumanSkills #EnergyManagement #CareerDevelopment #FutureOfWork #HighPerformance

𝐃𝐢𝐝 𝐲𝐨𝐮 𝐤𝐧𝐨𝐰? 𝐎𝐧𝐥𝐲 𝟑𝟓% 𝐨𝐟 𝐩𝐞𝐨𝐩𝐥𝐞 𝐞𝐧𝐝 𝐮𝐩 𝐣𝐨𝐢𝐧𝐢𝐧𝐠 𝐭𝐡𝐞 𝐣𝐨𝐛 𝐚𝐟𝐭𝐞𝐫 𝐚𝐜𝐜𝐞𝐩𝐭𝐢𝐧𝐠 𝐭𝐡𝐞 𝐨𝐟𝐟𝐞𝐫 𝐚𝐧𝐝 𝐭𝐡𝐢𝐬 𝐧𝐮𝐦𝐛𝐞𝐫 𝐢𝐬 𝐝𝐞𝐜𝐫𝐞𝐚𝐬𝐢𝐧𝐠 𝐰𝐢𝐭𝐡 𝐭𝐢𝐦𝐞! - Are new jobs only a bargaining tool with the existing ones? - Is employee recognition delayed and reactive, triggered only after papers are put in? - Is lack of career progression an opportunity to switch for better growth or compensation? - Is the scarcity of quality talent allowing “shopping” for job seekers? I have witnessed with people at middle and senior levels, accepting offers & yet not joining, often at the last minute, jeopardizing the “notice period” time for hiring (up to 3 months at times). This really sets the hiring manager and hiring organization behind. 𝐇𝐞𝐫𝐞'𝐬 𝐰𝐡𝐚𝐭 𝐈'𝐯𝐞 𝐥𝐞𝐚𝐫𝐧𝐭 𝐟𝐫𝐨𝐦 𝐦𝐲 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞 ⬇ 1. Build an employer brand - 𝐜𝐫𝐞𝐚𝐭𝐞 𝐚 𝐩𝐮𝐥𝐥 𝐟𝐚𝐜𝐭𝐨𝐫 𝐟𝐨𝐫 𝐣𝐨𝐛 𝐬𝐞𝐞𝐤𝐞𝐫𝐬 𝐭𝐨 𝐛𝐞 𝐬𝐞𝐫𝐢𝐨𝐮𝐬 𝐚𝐛𝐨𝐮𝐭 𝐰𝐚𝐧𝐭𝐢𝐧𝐠 𝐭𝐨 𝐣𝐨𝐢𝐧 - Respecting the interview process - as a hiring manager, be punctual, make candidates comfortable in case of a delay, prepare well in advance for a meaningful conversation during the interview, thank the candidates for coming to the interview and share feedback regardless of the results - Be transparent on employee feedback, with tools like Glassdoor - Build a strong and relevant organization brand profile on LinkedIn and other social media platforms - Keep an active alumni of ex-employees (who left on a good note) 2. Build a 𝐜𝐚𝐫𝐞𝐞𝐫 𝐩𝐫𝐨𝐠𝐫𝐞𝐬𝐬𝐢𝐨𝐧 𝐩𝐥𝐚𝐧 for existing employees - Line managers and HR must clearly define the growth criteria for their team, like new skills, capabilities, added responsibilities and accountabilities. Then create an environment to facilitate such growth (be an enabler)  - Assist in building people management capabilities for new managers - it is easier to build tactical skills like goal and target setting but tougher to build softer skills in managing the team 3. Keep an industry level check on compensation standards to 𝐞𝐧𝐬𝐮𝐫𝐞 𝐩𝐚𝐫𝐢𝐭𝐲 4. Share the business plan, a high level P&L and quarterly progress report with the team to keep them engaged and 𝐢𝐧𝐜𝐥𝐮𝐝𝐞 𝐭𝐡𝐞𝐦 in the overall plans of the organization 5. Arrange a 𝐪𝐮𝐚𝐫𝐭𝐞𝐫𝐥𝐲 𝐭𝐨𝐰𝐧 𝐡𝐚𝐥𝐥 where the organization gets a chance to engage with the top leadership 6. Install a meaningful 𝐫𝐞𝐰𝐚𝐫𝐝𝐬 & 𝐫𝐞𝐜𝐨𝐠𝐧𝐢𝐭𝐢𝐨𝐧 program to keep the team motivated   7. Keep a 𝐫𝐞𝐠𝐮𝐥𝐚𝐫 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 with the prospective new hire (during their notice period in the previous organization) to ensure alignment as well as sensing any signs of disconnect Let me know your thoughts on the above hiring & employee retention strategy. #hiring #retention #acceptanceoffer #growth #DrSanjayArora

Leaders are context creators. The environments we create directly impact how our teams perform, solve problems, collaborate. Productivity is no different. As W. Edwards Deming said, “94% of most problems and possibilities for improvement belong to the system, not the individual.” Many of us would have tried the usual productivity hacks—Inbox Zero, Pomodoro, the Eisenhower matrix—but they only take you so far. The real breakthrough happens when we focus on fixing the system, not just managing tasks. Daniel Markovitz points out in HBR that the most effective productivity improvements come from systemic changes: 🔹 Tiered Huddles: Daily meetings that escalate issues as needed. Less email chaos, faster decisions. 🔹 Make Work Visible: Task boards like Asana or Trello keep everyone aligned and reduce status-check emails. 🔹 Define Urgent Channels: Reserve specific platforms for emergencies, so people don’t waste time checking everything. (see image) 🔹 Align Responsibility with Authority: If someone owns a task, they need the power to make decisions—simple as that. As leaders, how are you creating the right context for your teams to thrive? Are there any systemtic changes that have improved productivity in your organization? #leadership #productivity #systems #AI #technology #creativity #personalgrowth

In most boardrooms, the agenda is dominated by financials, strategy, and market risks. Yet one of the most critical risks rarely gets equal airtime: talent risk. And here’s why it matters, because talent risk is strategy execution risk. It’s easy to assume people will perform, stay loyal, and execute the strategy. But reality is more complex: • Key leaders quietly burn out • High performers leave without warning • Critical roles go unfilled for too long • Capability gaps widen faster than succession pipelines can keep up Boards often miss these signals because they’re measured by headcount or retention numbers, not by what really matters: alignment, capability, and engagement. I’ve seen this play out first-hand. In an organization I was part of, a C-suite role in a critical department saw extremely high turnover. The role was deeply strategic, shaping the very direction the company took. Every transition in that seat disrupted momentum and yet, the board did not look at the deeper capability risk behind it. The truth I’ve seen across organizations is this: talent risk isn’t just about who might leave tomorrow. It’s about whether the people in place today have the alignment, capability, and resilience to deliver the future strategy. A disengaged executive team, a thin succession bench, or unaddressed skill gaps can quietly derail growth long before they show up in financials. For boards, that means elevating talent risk into the enterprise risk management (ERM) framework and treating it as a standing governance priority. This isn’t about micromanaging HR,  it’s about oversight, accountability, and fulfilling fiduciary duty. Boards can bring real value when they press on questions like: → Which roles are truly business-critical to executing next year’s strategy? → Where are the succession blind spots, especially at leadership level? → How resilient is our workforce to external disruption, demographic shifts, tightening talent pools, or regulatory changes? → Do we, as a board, have enough visibility into these issues to govern effectively and protect enterprise value? Unchecked talent risk doesn’t just slow execution,  it undermines resilience, erodes market confidence, and ultimately impacts shareholder value. Boards that surface talent risk early don’t just protect the business. They strengthen long-term competitiveness by ensuring strategy has the people strength to succeed. So here’s the challenge I’d leave with every board: 👉How are you keeping talent risk visible in the boardroom before it becomes a business crisis? #TalentRisk #BoardroomAgenda #LeadershipStrategy #WorkforceResilience #EnterpriseRisk