Category Archives: HR profession

Sharing Thanksgiving with Co-workers

As office buildings around the nation empty out in advance of the long Thanksgiving holiday weekend, today seems like an appropriate time to pause and think about the millions of workers who will spend Thanksgiving with their co-workers and not with their family, whether at home or at work.

According to a newly released annual Thanksgiving survey of 3,602 U.S. workers by CareerBuilder, one in five workers (20 percent) say they plan to celebrate Thanksgiving with co-workers either in or out of the office this year, on par with last year (19 percent).

More information from the survey follows below.

Workers Who Celebrate Thanksgiving with Co-workers By:

U.S. Markets with the Largest Economies

  • Houston: 41 percent
  • Dallas: 31 percent
  • Miami: 29 percent
  • Atlanta: 27 percent
  • Los Angeles: 20 percent
  • New York: 15 percent
  • Boston: 14 percent
  • Chicago: 13 percent
  • Philadelphia: 12 percent
  • Washington D.C.: 11 percent

By Region

  • South: 27 percent
  • West: 19 percent
  • Midwest: 15 percent
  • Northeast: 16 percent

By Industry

  • Health care: 28 percent
  • Sales: 22 percent
  • Manufacturing: 21 percent
  • Retail: 20 percent
  • Transportation: 20 percent

By Diverse Groups

  • African American workers: 26 percent
  • Hispanic workers: 26 percent
  • LGBT workers: 21 percent
  • Disabled workers: 20 percent
  • Asian workers: 16 percent

This compares to 19 percent of non-diverse workers (defined as white, straight, non-disabled male under 50).

By Age

  • 18-24: 18 percent
  • 25-34: 28 percent
  • 35-44: 20 percent
  • 45-54: 20 percent
  • 55+: 13 percent

But not everyone is home for the holidays, as only 14 percent of workers say they plan to take off Thanksgiving week for vacation; and 22 percent of workers said they have to work on Thanksgiving (up from 16 percent last year), with leisure and hospitality workers leading the way.

  • Leisure and hospitality: 46 percent
  • Retail: 39 percent
  • Health care: 34 percent
  • Transportation: 27 percent
  • Sales: 11 percent

Interestingly enough, when asked if they’d rather spend Thanksgiving Day with co-workers or family, 91 percent chose their family and 1 percent chose co-workers, but 8 percent would rather spend it with neither.

But regardless of whom you choose to spend the holiday with, please enjoy it with well wishes from your friends at HRE Daily!

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The Hiring Games: Recruiters vs. Computers

When sizing up job candidates, should hiring managers go with their guts, or put their trust in technology?

A team of researchers sought to answer that question in a recent study, in which they proposed a test for assessing whether companies should rely on hard metrics such as job test scores or grant managers discretion in making hiring decisions.

For fans of the human element in hiring, the outcome was not good.

“[The study] definitely suggests that more decision-making powers should be given to the machine relative to the humans,” University of Toronto professor and report co-author Mitchell Hoffman told the Washington Post.

Hoffman and colleagues obtained a dataset consisting of 300,000 hires at 15 companies that use job tests for low-skilled positions such as call-center workers and standardized test graders, according to the Post. The authors measured how hires were initially assessed, whether a hiring manager overruled a low test score in order to bring someone aboard, and how workers performed later in their jobs. Testing not only improved job tenure by 15 percent, but introducing human intervention to the hiring process was also associated with “significantly worse results,” the Post noted.

And, while workers chosen for their performance on the computer test didn’t wind up being much more productive than those brought in by a hiring manager, they weren’t less productive either. This finding suggests that “recruiters weren’t even making a worthwhile trade-off between a worker’s effectiveness and longevity in the job,” the Post’s Lydia DePillis writes.

Computer-based tests that help foretell a would-be employee’s performance are certainly not a new phenomenon, and, as DePillis points out, such assessments are “getting better and better at being able to predict someone’s suitability for a given job.”

Given this reality, she asks, “Why do HR people still think they know better?”

DePillis asked that question of Julie Moreland, senior vice president of strategy and people science at PeopleMatter, a Charleston, S.C.-based workforce management software provider.

In Moreland’s estimation, “about a third” of hiring managers don’t put enough emphasis on the results of this type of assessment.

Part of what PeopleMatter does, of course, is develop job tests and offer software designed to “make it easy to see who your best-fit hires are,” according to the company’s website. So you could argue that Moreland is supposed to say that HR departments should be leaning more on technology to make good hires.

But that doesn’t necessarily mean she’s off-base. And she also offered up an explanation for what may be happening when hiring managers’ instincts steer them wrong.

“From a human perspective, we like people who are like us,” Moreland told the Post. “They’re not thinking about the job, they’re thinking ‘I can work with this person, I relate to them.’ It skews their logic. Anybody that says they do not have bias in their interview is not being real.”

There’s some truth in that statement. And, while there’s still plenty of room in the hiring process for old-fashioned intuition, it’s certainly fair to say that fancy algorithms and sophisticated computer machines can help make the job easier.

“What true [HR professionals] realize is they’ve taken something and made [hiring] more efficient,” said Moreland, “and therefore they can spend more of their time on strategy rather than interviewing.”




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Poll: Mindfulness Training Really Works

OK, full disclosure here. A company that provides online mindfulness programs for employers, insurers, wellness companies 166198718 -- meditation2and employee-assistance programs recently announced results of a survey showing mindfulness training improves sleep quality and workplace productivity, and reduces worker stress.

So consider the source, of course. But much like other vendor polls we occasionally report on, this one seems worth sharing. The provider — eMindful, headquartered in Vero Beach, Fla. — analyzed data from 1,200 employees across multiple countries and found a 29-percent reduction in perceived stress among companies offering mindfulness training.

Also, before taking the courses, employees at the responding companies reported losing an estimated 117 minutes of productive time per week. After taking them, that number was reduced to 70 minutes.

Again and mind you, this is one provider’s claim of success, but it does add to the collective wisdom growing rapidly out there that a commitment to workforce-wide mindfulness reaps benefits worth noting, and considering. (This post by me earlier this year features one company’s discoveries along these lines, along with a link to a column by our benefits columnist, Carol Harnett, underscoring the value of workplace mindfulness and the importance of a commitment to it coming from the top and being ingrained into the culture.)

Ruth Q. Wolever, eMindful’s chief scientific officer and associate professor at the Vanderbilt University School of Medicine, says scientific studies on mindfulness “have burgeoned recently, with demonstrated benefits ranging from decreased stress and anxiety to increased immune-system functioning and pain tolerance.”

“The costs of stress for employers include not only absenteeism and losses in productivity,” she says, “but also include medical costs related to unhealthy behavior patterns [such as alcohol or drug abuse, overeating, smoking and sedentary lifestyles as well as] stressful lifestyles that create and/or exacerbate chronic illness [including hypertension, diabetes, obesity, heart disease and stroke].”

Harnett, in her column, corroborates Wolever’s benefits and adds a few more:

“When all is said and done, mind-body programs seem to be at least as effective as lifestyle-management programs and bring benefits such as decreased stress and sleep challenges, and improved cardiac responses to stressful situations.

“Researchers such as RAND Corp.’s Soeren Mattke indicate lifestyle-management programs do not decrease healthcare costs to nearly the same levels as disease-management programs. However, Mattke related on the CoHealth radio show I co-host that employees with chronic health conditions achieve even better results when they participate in both disease- and lifestyle-management initiatives.

“Finally, as Mattke said and I agree, there are other reasons to offer lifestyle-management programs, including mind-body therapies, to your worksite. Mind-body curriculums will most likely please a growing portion of your employee population and improve your workers’ perceptions of the workplace culture. And that may be an employer’s greatest consideration of all.”

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Adjusting as Gen Y Takes Charge

Just last week, I finished writing a feature focusing on what a handful of 2015’s “Most Admired for HR” organizations are doing to prime today’s young employees for tomorrow’s leadership roles.

(By the way, this piece is slated to run in the upcoming December edition of HRE, and, naturally, I think you should check it and the rest of the issue out.)

In “Millennials Take Up the Mantle,” HR leaders from companies such as Wells Fargo and Comcast Corp. share some of the programs and initiatives they’ve put in place to groom employees of the millennial generation—a cohort that most projections say will make up roughly 75 percent of the workforce by the year 2025—for the leadership and management positions they’ll soon take over in large numbers.

Many millennials—generally defined as those born between the early 1980s and early 2000s—are already transitioning into leadership roles, of course. Some new data, however, suggests they aren’t the only ones who could use some help adjusting to Gen Y being in charge.

A recent study conducted by Future Workplace and Beyond surveyed 5,771 employees of all ages. Overall, 83 percent of respondents said that millennials are currently managing Gen X and baby boomer employees at their organizations. Among Gen X and boomer respondents, however, 45 percent said they feel that millennials’ lack of managerial experience could have a negative impact on a company’s culture.

And, while 44 percent of millennial respondents regard themselves as being the most capable generation to lead in the workplace, just 14 percent of participants overall agree that Gen Y workers are the best for the job.

It shouldn’t be surprising to see that some (OK, many) older employees aren’t completely comfortable with taking orders from younger, less experienced colleagues, at least not initially. And that uneasiness may help explain the more than one-third of millennials who reported difficulty in managing older employees.

All the concerned parties here certainly have some work to do if they and their organizations are to succeed. In the aforementioned HRE feature, Vanessa Walsh, who heads up leadership and professional development at Wells Fargo, explained what the San Francisco-based banking and financial services firm is doing to help its people bridge the generation gap.

Wells Fargo, which holds the No. 11 spot on this year’s “Most Admired for HR” list, currently oversees 10 affinity groups. The latest addition is “My Generation,” which consists of employees from different age cohorts “who are interested in what it means to be of a certain generation in the workforce,” says Walsh. “We don’t have one group focused on boomers or Gen Xers or millennials. These groups just get people together to learn about these different age groups.”

The idea, she says, is to discuss—and in some cases, debunk—stereotypes associated with various generations in the workplace.

What the group is not, says Walsh, is an effort to force young workers to adapt to old and “established” ways of working. Such an endeavor would be fruitless anyhow, she says.

“I don’t know that we’re going to ‘rewire’ 75 percent of the workforce. Nor should we. So, for me, the question becomes, ‘How do we shift to where they are?’ ”

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LRP Acquires Recruiting Trends Conference

LRP Conferences, LLC and Human Resource Executive® Magazine, affiliates of LRP Publications, announced today the acquisition of the Recruiting Trends Conference. A business unit of Diversified Communications, Recruiting Trends provides recruiters, sourcers, talent acquisition managers, and other HR and recruiting professionals the opportunity to expand their knowledge, discover solutions to their most pressing challenges, learn cutting-edge best practices, and gain tactical recruiting tips.

(As you may recall, Editor David Shadovitz’s posted last week on the changing priorities of recruiters from the Recruiting Trends conference in Orlando, Fla.)

“Attracting and retaining key talent has been an issue that has remained at the top of the – what keeps our readers up at night – list for as many years,” said Rebecca McKenna, vice president of global events and Human Resource Executive®  magazine’s publisher. “It makes perfect sense for Human Resource Executive® to put its stamp on products and events that explore customer concerns.”

The Recruiting Trends Conference offers a fast-paced mix of engaging presentations, focused workshops, peer-to-peer discussion, and great networking events all in a highly interactive, dynamic learning environment. Sessions are presented by recruiting executive’s at large organizations, as well as leading strategists, plus consultants in the fields of talent management and recruiting compliance. Held annually, the event gathers talent acquisition leaders for networking, exchanging ideas and sharing best practices and bold strategies for the hiring process.

The announcement was made by Ken Kahn, President of LRP. Terms of the deal were not disclosed.

“We are continuously seeking innovative products to help our customers find solutions to their challenges,” said Kahn. “With the addition of Recruiting Trends to the suite of LRP and Human Resource Executive® events and products, we are intensifying our commitment to support our customers’ development,” said Kahn.

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All Eyes on Volkswagen’s Amnesty for Answers

465782341 -- volkswagen2It’ll be interesting to see what comes of Volkswagen’s move to offer amnesty to all its bargaining-unit employees in hopes of uncovering just who was/is behind its emissions-cheating scandal.

According to a letter that went out Thursday from Herbert Diess, chief executive of the division that produces Volkswagen brand cars, employees have until Nov. 30 to come forward with information about who was responsible for installing software in 11 million diesel vehicles that disguised nitrogen-oxide output.

The letter, reviewed and reported on by the New York Times, says “people who provided information would not be fired or face damage claims [but] the company could not shield employees from criminal charges.”

In other words, the amnesty isn’t really designed for the really bad guys, “but rather, for the midlevel people who may have, without even knowing it, some relevant information,” Mike Koehler, a law professor at Southern Illinois University, told the Times.

It’s also, according to another legal source for that story — Alexandra Wrange, president of Trace International in Annapolis, Md. — “a tacit admission … that the usual reporting channels have been ineffective.”

You might call it a kind of pulling-out-all-the-stops kind of move, above and beyond the more commonplace no-retaliation policies contained in most whistleblowing programs, says Allan Weitzman, a Boca Raton, Fla.-based partner with Proskauer, whose list of specialties includes whistleblowing.

(At Volkswagen, it was an internal whistleblower who uncovered the false carbon-dioxide claims that the company made public last week. “German news media reports have said that internal investigators looking into the emissions-cheating software, which came to light in September, have been hampered by a reluctance among employees to come forward,” the Times story states.)

Weitzman joins in the general chorus of employment attorneys who consider Diess’ move new and different, to say the least.

“I know I’ve never heard of [this kind of corporate amnesty],” he says. “But these are unusual circumstances, and [as pointed out in the Times article as well], Volkswagen wants to show to governmental agencies that it has done everything it can to solve this problem; well, amnesty is pretty broad … I’d say ‘Yes, they have gone about as far as possible’ ” in this endeavor.

Is it the right move? Weitzman thinks so.

“I think it’ll work, too, if it has the support of the union, meaning [very simply] that the people who look to unions as their source of job security will participate in the amnesty program if their union supports it,” he says.

“And the union should support this,” he adds, “because the future of the union is tied to the future of Volkswagen, and if Volkswagen cannot solve this problem, it’s going to result in the unemployment of many, many union members.”

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Wal-Mart Workers Demand Food Discount

After successfully lobbying Wal-Mart Stores Inc. to raise wages, workers have a new and costly demand, according to Give employees a discount on food, a move which could cost the giant retailer more than $400 million.

Wal-Mart currently offers workers a 10-percent discount on all merchandise except the vast majority of food. Fruits, vegetables and some snacks are the only food items included in the promotion, unless they’re on sale. Employees want more groceries to be included in the discount, noting that competitors such as Target Corp. and Whole Foods Market Inc. already offer that perk.

The site reports a group of Wal-Mart workers started an online petition last week calling on the company to expand the discount, and it’s received 12,600 signatures from employees. The group, which isn’t affiliated with a separate organization financially backed by the United Food and Commercial Workers International union, plans to take the petition to store managers and executives this month.

The 10-percent discount would be spread out over 1.4 million U.S. employees, more than the population of San Diego, according to the piece.

Wal-Mart, which had more than $16 billion in profit last year, declined to say how much the additional discount would cost or whether it’s considering such a move. Spokesman Kory Lundberg said the retail giant is always reviewing employee benefits, noting that it offered $500 million in discounts last year on general merchandise, fruits and vegetables.

The company has surveyed employees on what benefits they would like the company to offer, Lundberg said. While a food discount was mentioned, higher wages, better scheduling and more regular hours were a higher priority, he said.

“It is probably going to be hard for Wal-Mart to say, ‘We can’t do that,’” said Brian Yarbrough, an analyst with Edward Jones & Co. “They are probably going to feel some heat” from employees, he said.

 It will be interesting to see how Wal-Mart ultimately handles this latest labor pain point. Now that they’ve committed to putting more money in workers’ pockets, will they be willing to put more food on their tables too?

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The HR Leader as Anthropologist

When two of an organization’s highest-ranking individuals resign within hours of each other, it’s usually not because things are going exceptionally well.

As you’ve no doubt heard, both the president and chancellor at the University of Missouri stepped down from their respective posts this past Monday. Their resignations came in the midst of a student-led outcry over a lack of action taken by the U of M administration in response to several racially-driven incidents on the predominately white campus in recent years.

Leadership at the Columbia, Mo.-based institution—the flagship of the University of Missouri System—had been feeling the heat from all sides. Now-former university president Tim Wolfe, in particular, came under intense scrutiny for what a tweet from Missouri’s Legion of Black Collegians described as his “negligence toward marginalized students’ experience” at the school.

For example, African-American players from the Mizzou football team—with the full support of their white teammates—declared on Nov. 8 that they would neither play nor practice until Wolfe was removed from his position as the university’s president.

Just five days earlier, grad student Jonathan Butler began a hunger strike that he said would last until Wolfe was ousted. On Nov. 9, the Missouri Students Association’s executive cabinet called for Wolfe to resign.

That same day, Wolfe obliged them, with Chancellor R. Bowen Loftin announcing just hours later that he would be leaving his job effective Jan. 1, transitioning to a role coordinating research at the university.

The question of how to eliminate or even curb racism on a college campus or anywhere else is one that’s entirely too large for us to attempt to take on in this space. But we can’t help but ask—from our admittedly very safe and very distant vantage point—could the HR function at the university have done anything to help prevent the tensions simmering on the U of M campus from reaching a boil?

That’s a tough question to answer from an outsider’s perspective, of course. But what’s unfolding at the school illustrates the importance of one of the HR leader’s many roles, says Dave Ulrich, the Rensis Likert Professor at the University of Michigan’s Ross School of Business.

“Good HR folks have a sense of what’s happening,” says Ulrich. “Sometimes HR analytics look only at spreadsheet, empirical data. [But], there is another field of analytics called anthropology.”

Acting as an anthropologist of sorts, as Ulrich explains, an HR professional should observe, listen and anticipate patterns to get a handle on how people within the organization—students and faculty members, in this case—are feeling, and how they’re relating to each other.

At the University of Missouri, he says, “it should not [have] come as a surprise that racial tension existed and persists. HR should have looked for this [tension] and then created forums for dialogue so that very emotionally charged issues could be discussed.”

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Parental Leave Enters Political Storm, Too

Paid parental leave has certainly taken over the media waves of big businesses trying to one-up each other in just how accommodating 510042321-- parents & newbornto new parents they can be. (See our most recent HRE Daily posts on large companies announcing such leave accommodations, including Michael J. O’Brien’s post just Wednesday on Amazon’s plan to up its allotted leave for new parents and allow them to share their paid time with partners not employed there.)

In addition to this race toward better policies, however, paid parental leave has entered a political-football frenzy of late as well. Just as Amazon was making its announcement Monday via a memo to all employees, newly elected Speaker of the House Paul Ryan, R-Wis., was in the news for resisting calls to back a federal paid-family-leave law.

And this despite his outspoken desire to spend more time with his own family, according to this Huffington Post piece and this — far-more critical — piece on, as well as the fact that he provides his own staff with paid family leave.

“Because I love my children and I want to be home on Sundays and Saturdays like most people doesn’t mean I’m for taking money from hardworking taxpayers to create a brand new entitlement program,” Ryan told Meet the Press in a recent taping. He thinks offering such leave is up to employers; it’s their role, not the government’s.

Yes, that’s the common Republican stance — less federal control in favor of more individual control — but personally, says Terri L. Rhodes, CEO of the San Diego-based Disability Management Employer Coalition, the Paul Ryans of the world, as well as most all businesses and politicians from both sides of the aisle, “are all probably thinking mandated paid family leave is a good thing.”

Small and mid-sized businesses, especially, tend to be in favor of a federal mandate, she says, because they can’t necessarily afford the sweeping changes and allowances big businesses can in their attempts to stay one step ahead of their competition.

This mad race is further compounded by the fact that some states — including New Jersey,  California and Rhode Island — already offer some kind of paid family leave, and some states, and many companies, are backing paid sick leave as well.

“For big multi-state or global companies,” says Rhodes, “they can afford to figure how all this fits in with their policies and costs.” They can find a way to make it all work. But for smaller and mid-sized businesses, it’s much more complex “when it comes to considering provisions and accruals” and such.

“If we had a mandated paid leave,” she says, the playing field would be leveled more in terms of “what is expected; it would be more cut-and-dried.”

What’s more, she adds, many large corporations may espouse more liberal parental-leave policies, but don’t actually “support the policy that’s just been announced” when it comes to the corporate culture. The actual taking of the leave may still be frowned upon internally, but the external employer brand comes out smelling like a rose.

The sad reality — in the United States, anyway — is that “having a family still isn’t looked on as a great career path,” Rhodes says. “That’s a problem for everyone” — big business, small business … and Paul Ryan.

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Six HR Leaders Inducted into NAHR

From left: Alexander J. Ogg Jr., Laszlo Bock, Tracy Keogh, Mary George Opperman, Mark Bieger and Joseph A. Bosch.

From left: Alexander J. Ogg Jr., Laszlo Bock, Tracy Keogh, Mary George Opperman, Mark Bieger and Joseph A. Bosch.

The National Academy of Human Resources inducted its 2015 class of Fellows at its annual dinner and installation ceremony Thursday night in New York.

Six HR leaders were recognized by their peers in the academy for their level of achievement, including Mark Biegger, chief HR officer at Procter & Gamble Co.; Laszlo Bock, senior vice president of people operations at Google Inc.; Joseph A. Bosch, former executive vice president and chief HR officer at DirecTV; Tracy Keogh, chief HR officer at HP Inc.; Alexander J. Ogg Jr., operating partner at Blackstone Group; and Mary George Opperman, vice president and chief HR officer at Cornell University.

NAHR Chair Kathleen S. Barclay, who retired from her post as senior vice president of human resources for The Kroger Co. the previous week, pointed out to those attending the Yale Club dinner that the new Fellows have distinguished themselves through their extraordinary leadership.

To date, with the addition of its 2015 class, 163 individuals have been named Fellows in the academy.

Mark Biegger of Procter & Gamble has held various manufacturing, engineering, business services and human resources posts during his career, working and living in both North America and Europe. He’s managed HR in functions, business units and regions—including P&G North America. Biegger, who works closely with P&G’s board on leadership development, has implemented changes to long-standing HR practices within P&G, including a significant transformation of the organization’s performance-management system and major interventions to accelerate progress in talent development and diversity.

Under Laszlo Bock’s leadership, Google Inc. has been recognized more than 100 times in the past five years as an exceptional employer, including being named by Fortune magazine the No. 1 Best Company to Work For in the United States and in 16 other countries . Bock joined Google in 2006 from GE Capital, the financial services arm of General Electric with more than 35,000 employees, where he held various executive-leadership roles. Earlier this year, he  authored a book titled Work Rules: Insights from Inside Google That Will Transform How You Live and Lead. He was also named HRE’s HR Executive of the Year in 2010.

Joseph Bosch served as the executive vice president and chief HR officer at DirecTV for the last five years. In addition to global HR responsibility for DirecTV’s 33,000 employees, he was responsible for internal communication, corporate citizenship and social responsibility, and diversity and inclusion. As a corporate officer, he reported to the chairman and CEO and played a key role in the successful negotiations and ultimate sale of DirecTV to AT&T last July. Bosch, who was also named to HRE’s HR Honor Roll last month, previously served as the chief HR officer for Centex Corp. and Tenet Healthcare.

Tracy Keogh most recently served as executive vice president of HR for the Hewlett-Packard Co., where she leads HR for the company’s workforce of more than 300,000 employees across 170 countries and more than 600 real-estate locations. After Hewlett-Packard’s separation into HP Inc. and Hewlett Packard Enterprise on Nov. 1, she was named chief HR officer for HP Inc., which generates $55 billion in revenue and employs more than 50,000 employees in more than 50 countries. Under her leadership, Hewlett-Packard’s HR department redesigned all aspects of the company’s people agenda and revitalized the company’s culture. Keogh, who was also named HRE’s 2015 HR Executive of the Year last month, previously served as senior vice president of HR at Hewitt Associates.

As an operating partner, Sandy Ogg serves the nearly 100 portfolio companies across the different asset classes managed by Blackstone Group. He assists deal teams in the selection and formation of management teams and boards to deliver on investment outcomes. Ogg joined Blackstone in January 2011, after serving for eight years as the chief HR officer for Unilever, based in London. At Unilever, he spearheaded the company’s Unilever Sustainable Living Plan, which has become a standard for businesses trying to “do well by doing good.” Prior to joining Unilever, Ogg served as senior vice president for leadership, learning and performance at Motorola.

Mary George Opperman heads HR at Cornell University, which has approximately 20,000 staff and faculty members. Since joining Cornell in 1996, Opperman has grown her portfolio to include oversight of the Division of Human Resources, Inclusion and Workforce Diversity, Environmental Health and Safety, Campus Police, Emergency Management and the Center for Regional Economic Advancement. Prior to joining Cornell, she spent 13 years in the HR function at Harvard University. Under her leadership, Cornell has received numerous workplace awards. These include being named AARP’s top U.S. employer for workers 50 and older two years in a row. She was selected by the editors of HRE as one of the 15 most influential women leaders in HR.

At the dinner, winners of the 2015 NAHR Ram Charan HR Essay Contest were recognized. Taking top prize were Suetta Miller, a student in the masters of HR management program at Houston Baptist University and Brenda A. Barros-Rivera, a Ph.D. student in the HR and organizational-behavior program at Texas A&M. Their paper, titled In the Game—A Contingency Framework of Public Policy, explored HR’s role in influencing public policy.

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