2. Deborah J. Muller
• Founder of HR
Acuity
• 25 Years of
Experience in the HR
Industry
• Worked with
Fortune 500
Companies:
Honeywell, Citibank,
Marsh & McLennan
• Conducted
hundreds of internal
employee
investigations.
6. • Had this elevator ever done
this before?
• Had this section of the
building ever had issues
before?
• Had any other guests or
employees made reports of
anything like this
happening?
The Questions
8. “CHROs and the
HR function must
use their unique
knowledge, and
experience to help
business leaders
tackle… issues
across the entire
enterprise.”
9. • Trusted advisor
• Deriving talent strategy
• Driving a performance-
based culture
• Administering workforce
policies and
procedures
The CHRO: Current Profile
12. Litigation Pending
Most numerous types of litigation
pending in the last 12 months
19%
19%
25%
36%
48%
Regulatory/investigation
s
IP/Patent
Personal Injury
Contracts
Labor and Employment
Source: Norton Rose Fulbright LitigationTrendsSurvey 2014
13. Legal Disputes
Source: Norton Rose Fulbright LitigationTrendsSurvey 2014
What types of legal
disputes concern
companies the most?
15. • Increased legislation
• Enhanced whistleblower protections
• High unemployment & economic uncertainty
• Demanding work environments
• Sense of entitlement
• Easier to make claims
Risk Factors…Outside ofYour Control
18. $372MM
521%
55%
total EEOC recoveries in
2013
Recoveries in discrimination-related claims
continued to reach record highs in 2013. The EEOC
obtained the highest monetary recoveries ever
increasing by $6.7 million to $372.1 million
Record Recoveries, Losses, and Litigation
Each dollar of compliance spending saves firms an average
of $5.21 in raised avoidance of legal liabilities, harm to
company’s reputation, and lost productivityROI
more focus on risk management
In 2011, 55% of board member felt risk management
was the one area that they would like to focus more
then any other subject matter area.
Sources: EEOC, Corporate Executive Board General Counsel Roundtable, DBO Board Survey
20. • Establish policies and
measure HR compliance.
• Develop a ready and
capable team.
• Be the executive ears and
eyes
• Build and maintain an
ethical and accountable
culture.
• Manage people-related risk
• Drive governance and
board support
The role of the new CHRO
22. • Review and assess your
current state
• Create a consistent
vernacular
• Put employee-related risk
on your agenda
• Hold your people
accountable
• Become the leader of
employee-related risk for
your organization
Getting comfortable with managing risk
But our most expensive resources…our human resources…how do we measure, assess and monitor their behaviors? Do you? Can you answer the same questions asked by the hotel manager…Can we substitute “employee” for “elevator” and “some type of deviation from expected behavior” for “the elevator just stopped working
Today, we don’t do a good job of that. While I can’t talk for everyone on the phone, I can say I know this to be true from the HR leaders and general counsels with whom I do talk. Categorically, big company, small company, across industry…it isn’t happening.
Why? Perhaps our employees are not predictable like our machines or our elevators? Perhaps we task them with more complex responsibilities like – oh thinking and creativity. Perhaps we think we don’t think we have the ability to figure that out. But we do.
Now what I am not talking about is “big data” We hear about it all the time in the news…”big data to drive the business”…but the reality is you don’t need big data. In fact, many companies discover that they have lots of data, but in reality very little information. You can get so caught up in the big data that we can lose sight of the value in granular, anecdotal data.
When something happens to our employees or an incident is caused by our employees, what can we learn from that event, a series of similar events, or the trending or timing of the events. How does that help us measure and mitigate risk? How can we use it to become smarter and more proactive, to be able to anticipate and reduce future incidents…To foster a more ethical and value based work environment. Small data…granular data can make us better.
“CHROs and the HR function must use their unique knowledge, skills and experience to help business leaders tackle…issues across the entire enterprise.”
The new CHRO must be able to use their specific knowledge around people and their behaviors to help the organization.
But how? Let’s look at the traditional CHRO
Traditionally, the CHRO has been tasked with the success of the company through fourmain pieces of her/his role:
1. Trusted advisor to the CEO and the executive suite; and by doing so foster that sense of partnership with its team and their business colleagues.
2. Deriving talent strategy for the company that supports the overall business plan, and;
3. Driving a performance-based culture that has the capabilities to adapt as the business environment changes.
4. Administering workforce policies and procedures – ensuring compliance with local, state, federal laws while creating a safe and positive work environment.
What’s missing from this list that everyone from Deloitte to well….me today, is talking about?