Hr Leadership Quotes

We've searched our database for all the quotes and captions related to Hr Leadership. Here they are! All 15 of them:

If you are paying someone to motivate you (seriously), you should rather pay to a psychiatrist.
Anupam S Shlok
People are an organization's most valuable asset and the key to its success. - Dave Bookbinder
Dave Bookbinder (The New Roi: Return on Individuals)
Amongst many qualities of a true leader, he is a successful manager who has mastered the art of people management.
Rehan Waris
Scientists will discover a weak correlation between A and B, assuming C under D conditions. The university PR office will then post something for immediate release: ‘Scientists Find Potential Link Between A and B (under certain conditions)’. News organisations will pick it up and publish, ‘A causes B, say scientists’, which will then be read by The Internets and turned into ‘A causes B - ALL THE TIME!’ Which will then be picked up by TV shows that run stories like ‘A ... A Killer Among Us??’ All of this eventually leads to your grandma getting all weird about A.
Jason Fox (The Game Changer: How to Use the Science of Motivation with the Power of Game Design to Shift Behaviour, Shape Culture and Make Clever Happen)
It’s Time to Split HR 500 words HBR article by Ram Charan, July–August Many CEOs are disappointed with their HR departments. Charan proposes a radical solution: Eliminate the position of chief human resources officer and split HR into two functions: HR-A (administration), which would manage compensation and benefits and report to the CFO, and HR-LO (leadership and organization), which would focus on improving people capabilities and report to the CEO. Here’s what our readers had to say:
HR can and should serve as advisors to organizational leadership to develop strategic workforce plans that link to the organization’s strategic plan to ensure that the right people are on board so that the firm can meet its objectives and fulfill its mission. HR partners with line management to provide development opportunities to maximize the potential of each and every employee. HR advises management on total rewards programs (compensation and benefits) and rewards and recognition programs designed to minimize costly employee turnover and to maximize employee engagement and retention.
Barbara Mitchell (The Big Book of HR)
Employee engagement isn't just an "HR thing" - it's a finance, accounting and valuation thing.
Dave Bookbinder (The NEW ROI: Return on Individuals: Do you believe that people are your company's most valuable asset?)
the CTO is there to guide the board away from making decisive calls that are logical to people with a limited understanding of technology and the market conditions associated with it, but are clearly dangerous to somebody in the know. For example, buying a new proprietary HR and finance system on a five-year deal from a supplier that the department has already worked with for ten years might seem sensible to a non-technologist. The fact that the system is a complete pain to use (and ruinously expensive) may just about crop up on the leadership radar. What may not is the fact that systems like this are likely to become commoditised–which is to say, cheap and easily swapped with similar alternatives–in less than five years. Through a combination of ignorance and inertia, the department would be locking itself into the wrong deal, and constraining itself strategically as a result. A CTO stops this kind of mistake.
Andrew Greenway (Digital Transformation at Scale: Why the Strategy Is Delivery (Perspectives))
It doesn't matter to me that my leaving will cost you money. It doesn't matter that my space will take time to fill. What matters is that I'm happy and if you're not willing to invest in me, then I'm willing to cost you money.
Osayi Emokpae Lasisi (Invest in people, invest in profits)
A good recruitment policy and process of a company should always be designed by integrating organizational goals with employee needs , further with the aim of optimum utilization of manpower as its resource.
Henrietta Newton Martin , Legal Advisor & Author
when an organization makes the decision to value the individuality of its employees, it is not only the employees who win—the system wins, too, and wins bigger than ever.
Todd Rose (The End of Average: How We Succeed in a World That Values Sameness)
You have no idea how destructive and wasteful your infrastructure is because you don't need to use it the way the workforce does... Drive the forklift, use the database, fill out the form, submit it to HR, and find out how long it takes to get a response. Use your own infrastructure.
Bill Jensen (Hacking Work: Breaking Stupid Rules for Smart Results)
An organization can only grow and set an exemplary model for development with the help of right talent pool.
Amitav Chowdhury
I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.
S. Ramadorai (The TCS Story ...and Beyond)
All the statistics about how many jobs you’ll have over your lifetime… (15-20) and how many companies you’ll work for… while true, completely miss the point! From now on, treat those numbers as red herrings — crucial only to HR directors, leaders and companies who are stuck in the past. The Rule of Disruptive Personal Transformation: Every year, you will experience about 100 significant transformative moments. Most will be thrust upon you by the disruptive churn of our times. Driven, focused people know which 3—5 to seize each year as crucial to their future.
Bill Jensen (Future Strong)