Refresh and Reboot: Reimagining the Future of HR

gave rise to the "Tour of Duty' concept. If an employee moved the needle on the business during the four years, the company would help advance his/her career. Ideally, this would entail another tour of duty at the company, but it could also mean a position elsewhere.
"Learning and Careers' comes across as a disproportionate focus across the Employee Value Propositions of Best Employers, yet again underscoring the relevance of delivering on employee aspirations and engagement.

Learning and Careers Take a Top Seat on the Employer Promise in APAC

Rankup to THREE which most closely reflect what you seek to offer to your employees
Percentage organizations with Employee Offers as Rank 1, 2 or 3



Source: Aon Hewitt

4. Enabling high performance: High performance organizations have clear accountability for strategic goals, which are well-communicated and understood by their employees. This robust alignment across the employee hierarchy helps them not only to reward and recognize their prime talent but also provides challenging growth opportunities that meet the future needs of the organization. As we reimagine the future, there is room for creating a massive delta on performance through social collaboration, individual development and learning in the context of the enterprise.
Much has been spoken and written about the new fad of doing away with performance management; our take is that it is a small cog in the wheel of enabling high performance. There are different variations on this theme, but essentially two flavors. One is Wishful Thinking and the other is Surrender.
Wishful thinking: Get rid of employee ratings, but still pay for performance and focus more on the employee-manager conversation. Wouldn't that be nice? Discarding ratings simply moves differentiation underground, the result is less transparency and trust, making employee-manager discussions even more difficult than they already are.
Surrender: Stop all differentiation, spread rewards evenly like butter and just let employees focus on doing their best. This school of thought says it's just too difficult to differentiate employees, and merit increase budgets are too small to matter, so why bother? The only thing that this "strategy" gets right is the recognition that differentiation and paying for performance go hand-in-hand, so its solution is to simply get rid of both.
Performance management that actually works and delivers on its promise can help you win the war for talent. But wishful thinking and surrender are losing strategies. So is jumping into a new fad without thoughtfully connecting it to your talent strategy. Managing, differentiating and rewarding for performance is still the winning formula. But it has to be executed well. Rethink your performance management process from top to bottom - stop complicating things and start simplifying. Performance needs clarity of purpose, the courage to follow through, investments in development, the elegance and user-friendliness of simplicity, and the basics of engaged managers.

5. Influencing change: All the efforts and outcomes we spoke of will come to fruition if there is the ability to influence change; there are elements that HR can drive, but there are also those where HR will play the role of a facilitator. The journey to driving these outcomes needs willful collaboration and not power plays, it needs shifting mindsets and not dictates, it needs storytelling and not numbers. Change and influence on the business and employees will define success.
In a recent study concluded by Aon spanning close to 50 CHROs of leading global firms, the ability to drive and influence change came up on the Top 3 competencies critical to succeed in the role of a CHRO.

• Looking at all these triggers, a simple way would be to rate your HR organizations on a scale of 1 to 6 (1 being not there at all and 6 being spot on) across the current and desired state

• We suggest you involve some external inputs (business, employees, etc.) and do this exercise

Page: