Latest news with #HRleaders
Forbes
07-08-2025
- Business
- Forbes
HR Tech Budgets Are Tight: Here's How To Avoid Wasting Money
Tim Pratte, CEO of Selerix. As usual, HR leaders are being told to do more with less, but have you noticed almost no one ever says what in tarnation "less" is supposed to look like? You may not hear this from many other CEOs in the human resource information systems space, but HR tech is often where budgets quietly bleed out. Companies invest in platforms that don't talk with each other. They pay for "innovative" features that no one actually uses and cling to outdated systems. But the thinking here should not be so much about spending less as spending better. What's Draining Your HR Tech Budget? The Usual Suspects I see too many companies pour money into a Jenga tower of systems that overlap but don't integrate. Recognize any of these culprits? Every HR team has dealt with a tech setup that's more patchwork than platform—an HRIS that doesn't sync with payroll, a benefits system that requires manual uploads and compliance tools that operate in their own little silo. If you're paying for multiple tools that do the same job, or don't play nicely together, it may be time to ditch a few. HR tech vendors are fantastic at upselling. Every platform promises AI integration and "game-changing" features, but is it helping? How many features really get used? You don't want a benefits administration system that adds too many variables yet still doesn't include things like compliance tracking, benefits decision support or employee engagement tools. Custom HR tech builds sound like a great idea—until they turn into full-time IT maintenance projects. If your system requires constant work to function, look for a scalable solution that's built to adapt, not break. How To Make HR Tech Work Smarter (Without Wasting A Fortune) I'm not suggesting you gut your systems. Just make them work for you. Start by asking the hard questions: What do we actually use? What's collecting dust? Where are employees creating their own workarounds? For example, if your benefits team still manages enrollment data in spreadsheets because your platform is too complicated or unreliable, that's a flashing neon sign that your system isn't doing its job. Before buying new software, fully optimize what you have. Is your benefits administration platform actually reducing paperwork? Does it help employees make smarter benefits decisions? Are payroll and benefits seamlessly integrated? If your current systems aren't solving these problems, you likely need a better foundation. HR tech is full of vanity metrics—logins, click rates, engagement "scores"—but none of that matters if employees aren't using the platform. Track adoption rates and whether your employees are logging in. Some things you can't afford to cut corners on: • Compliance: Your system must stay ahead of ACA, IRS and state mandates. Manually tracking this is a lawsuit waiting to happen. • Payroll and benefits integration: Employees expect a seamless experience, and payroll errors erode trust instantly. The pain sticks around a lot longer than you'd think. • Decision support tools: If employees don't understand their benefits options, they're not going to engage with them—period. Or worse, they'll pick the wrong solution and blame their benefits and company if they end up underinsured. Can your system scale with your workforce, or will you need a costly migration in two years? Does it require massive IT support, or can HR teams manage updates on their own? If your system requires endless workarounds, wastes HR's time or fails to integrate seamlessly with payroll and compliance, it's not a strategic investment; it's a money pit. The HR Tech Budget: What To Cut, What To Keep, What To Fix • Legacy Systems That Haven't Kept Up: If your benefits administration or payroll software still requires manual data entry, can't integrate with other systems or was last updated when flip phones were popular, it's probably doing more harm than good. • Duplicate Tools That Don't Integrate: If you're juggling separate platforms for payroll, benefits enrollment, compliance tracking and employee communication, you're paying for inefficiency. A streamlined system should do all of this in one place. • Software That Employees And HR Don't Actually Use: If engagement with a tool is low, the problem isn't your employees; it's the system. If workers are confused, frustrated, or ignoring the platform, this is a sign that you probably need something more intuitive. • A Centralized Benefits Administration Platform: These days, your benefits platform shouldn't just handle enrollment. It should automate compliance tracking, offer decision support that engages employees throughout the year and integrate with payroll and HRIS systems. • Seamless Payroll And Benefits Integration: An integrated system should eliminate manual adjustments and ensure accurate payroll deductions for health plans, retirement and voluntary benefits. • Analytics Tools That Drive Decision Making: You should be able to track benefits adoption, workforce engagement and compliance risks in real time without pulling reports from multiple platforms. • Employee Adoption Issues: Make sure your system is authentic, intuitive, mobile-friendly and helps employees make informed choices. • Compliance Tracking: If you're still tracking compliance manually or using a system that requires extra work to generate reports, consider an upgrade. • Vendor Relationships: If your HR tech provider isn't responsive, transparent or proactive about updates, I think it's worth reevaluating your partnership. This just isn't the year to keep throwing money at bad systems. Instead, invest in HR tech that actually makes HR's job easier. The companies that audit their tech stack, prioritize integration and invest in tools that simplify compliance, benefits and payroll will be poised to come out ahead. Those who don't will likely keep struggling. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Forbes
30-07-2025
- Business
- Forbes
How To Mitigate Leadership Fatigue And Build A Unified Workforce
Dave Barnett is Chief Administrative Officer of DeVry University. According to Gartner's 2025 report on HR's top trends, culture ranks as the second most-critical HR priority. In times of change or crisis, a strong and unified workforce serves as a stabilizing force. When employees see others, especially leaders, upholding company values, they feel a sense of clarity and comfort. So, they're more likely to remain engaged and committed, which makes the entire organization more resilient. This means it's crucial that HR leaders ensure organizational values and beliefs guide decision-making and communication at all times. However, fostering company culture is becoming a growing challenge because leadership fatigue has created dwindling support. Nearly 60% of HR leaders feel managers fail to enforce the desired culture within teams, and 53% report that "leaders don't feel accountable for [it]The Impact Of Leadership Indifference On Culture To understand the weight of this challenge, we must first understand the impact of leadership indifference toward culture. At its core, culture is an organization's backbone because it defines how people should collaborate, innovate and work together toward shared goals. It creates a true north while crossing choppy waters, and leadership is its steward. Leaders who cultivate an environment of mindfulness and emotional intelligence are best equipped to help their organizations adapt and thrive. By being fully present and responding with empathy and clarity, they can create positive experiences of change. Their ability to lead with compassion and wisdom is what organizations need to succeed during times of transformation. However, between how rapidly things are changing all around us and increasing demands to demonstrate growth, many leaders are committing less to upholding the company culture. They see it as a soft concept that's disconnected from the tangible outcomes of business strategy. When culture is treated as secondary to financial or operational targets, it's easy for leaders to neglect it instead of using values to give employees a sense of consistency. A lack of personal investment is another source of fatigue. Organizational culture requires a shift in both behavior and mindset, so leaders who don't connect with the company's values are less likely to reflect them in their actions. This lack of motivation is further exacerbated by an increasing emphasis on short-term results, which can overshadow the cultural 'how' of achieving those results. When leadership fails to align its behavior with these values, it creates a disconnect where culture becomes merely words on a wall. As employees notice the disparity between what is said and what is done, they begin to disengage and even express dissatisfaction with the company's culture. This can lead to high turnover, low morale and a lack of productivity. Poor communication, unclear expectations and leaders not taking responsibility for how their actions affect the culture set the stage for organizations to struggle with adaptation, talent retention and business performance. Restore Passion And Responsibility By Addressing Fatigue So, how can HR leaders tackle this issue? The solution lies in involving leaders at all levels in conversations about the importance of culture and its role as a key enabler of business success. It's important that they understand their responsibility in fostering a unified environment. A critical step is setting clear expectations. Communicate that leaders must embody company values in every interaction because their actions cement the culture for employees. Then activate those leaders in delivering the message broadly within the organization. Equally important is embedding a culture of accountability into leadership performance metrics and incentives. Leaders should be accountable not only for financial goals but also for cultivating a work environment that supports company values. So, align performance management systems and rewards and recognition programs with the desired culture. Use executive storytelling to reinforce company values. Real examples of employees who embody the ideal behaviors can inspire a collective pride and deepen cultural engagement. Additionally, a system of shared accountability ensures that while leadership sets the tone, every employee plays a role in upholding organizational values through clear expectations and continuous feedback. Leading Through Change And Crisis There's no doubt leadership fatigue toward managing culture can erode an organization's sense of identity, hinder growth and breed disengagement. To overcome this, HR leaders must elevate culture building as a strategic priority that's deeply intertwined with business goals. Through fostering ownership, accountability and authentic leadership, HR can create a unified workforce that not only understands the company's values but actively lives them. With engaged leaders who model cultural expectations and employees who feel empowered to uphold them, organizations can build a culture that drives lasting success. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
Yahoo
28-07-2025
- Business
- Yahoo
Organizations Risk Losing Top Talent Without Clear Career Pathing, Says HR Research Firm McLean & Company
As employees continue to seek meaningful development and internal mobility, many organizations are falling short in providing the clarity and support needed to retain top talent. McLean & Company's recent research, Develop an Integrated Career Pathing Framework, addresses this critical gap with a practical, evidence-based approach that empowers HR leaders to build transparent, scalable career development strategies aligned to both employee aspirations and organizational goals. TORONTO, July 28, 2025 /PRNewswire/ - With only one in five employees confident in their ability to make an internal career move (LinkedIn, 2024), and 43% of exiting employees citing a lack of advancement opportunities as a reason for leaving (McLean & Company Exit Survey, 2021-2024), organizations face mounting pressure to address the widening gap between employee ambition and organizational opportunities. Yet despite this rising employee demand for internal mobility, most organizations are failing to effectively support their employees in navigating their career growth. McLean & Company's latest research insights, Develop an Integrated Career Pathing Framework, offers a practical, evidence-based approach to designing career pathing initiatives that not only deepen employee commitment but also build the foundation for sustainable organizational growth. By connecting individual development with broader business goals, the framework helps HR leaders and their organizations unlock internal talent potential and create more resilient, future-ready workforces. "Employees are telling us they want to grow – but they don't see a path forward," said Lexi Hambides, director, HR Research & Advisory Services at McLean & Company. "Our research shows that when career pathing frameworks are unclear or non-existent, employees disengage, seek opportunities elsewhere, and organizations struggle to retain critical talent. A well-designed, transparent framework aligns employee aspirations with business needs, enabling internal mobility, improving role fit, and ultimately driving stronger organizational performance." McLean & Company's research highlights that while career development is a proven driver of employee engagement, many organizations struggle to implement frameworks that are scalable, relevant, and responsive to the evolving needs of their workforce. The HR research and advisory firm explains that career pathing initiatives frequently stall due to limited resources, insufficient leadership alignment, and a lack of integration with broader HR programs such as learning and development, internal mobility, and total rewards. McLean & Company's data shows that employees who believe their organization provides adequate opportunities to learn new skills are 1.6 times more likely to be engaged (McLean & Company Exit Survey, 2021–2024), an insight that reinforces the recommendation for well-structured, transparent, and future-ready career development strategies. Introducing McLean & Company's Career Pathing Framework To close the disconnect between employee expectations and organizational support, the new framework offers a structured yet adaptable approach to career pathing. McLean & Company's resource guides HR teams through key activities such as: Defining role levels and progression criteria. Mapping clear mobility pathways across functions and levels. Aligning career growth with performance expectations and organizational priorities. By enabling employees to envision and pursue growth within their organization, career pathing fosters a sense of purpose, connection, and loyalty, factors that are becoming increasingly critical in today's talent market. At the core of the framework is McLean & Company's thought model, which outlines four key drivers of effective career pathing: Role clarity and leveling. Defined mobility criteria. Connection to HR systems (e.g. L&D, performance, total rewards). Manager enablement through tools and language to support continuous career growth. The firm's collective of research insights offers step-by-step guidance, tools, and templates to help HR leaders design and implement effective career pathing strategies tailored to their organization's needs. To learn more, please visit McLean & Company's Develop an Integrated Career Pathing Framework. McLean & Company's On-Demand Career Pathing Course As part of its comprehensive support, McLean & Company also offers an on-demand McLean Academy course called Career Pathing, which helps HR professionals apply the framework in real-world settings, strengthen internal capabilities, and lead effective change. Members can gain access to a robust set of tools and templates, including the Career Path Planning Workbook, the Create an Inclusive Promotion Process Guide, and a Goal Management Guide to support manager-employee development conversations. Media Inquiries for HR Analysts at McLean & Company For media inquiries or to connect with McLean & Company analysts for exclusive, research-backed insights on human resources, career pathing, engagement, and employee experience, please contact Communications Manager Katie Tame at ktame@ About McLean & Company McLean & Company pairs evidence-based research and immediately applicable tools with deep HR expertise to position organizations to meet today's needs and prepare for the future. The global HR research and advisory firm's member organizations enjoy comprehensive resources, full – service diagnostics, workshops, action plans, and advisory services for all levels of HR professionals, from executive leadership to HR leaders to HR team members, that help shape workplaces where everyone thrives. McLean & Company is a division of Info-Tech Research Group. Media professionals can register for unrestricted access to research across IT, HR, and software and hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact ktame@ View original content to download multimedia: SOURCE McLean & Company Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
28-07-2025
- Business
- Yahoo
Organizations Risk Losing Top Talent Without Clear Career Pathing, Says HR Research Firm McLean & Company
As employees continue to seek meaningful development and internal mobility, many organizations are falling short in providing the clarity and support needed to retain top talent. McLean & Company's recent research, Develop an Integrated Career Pathing Framework, addresses this critical gap with a practical, evidence-based approach that empowers HR leaders to build transparent, scalable career development strategies aligned to both employee aspirations and organizational goals. TORONTO, July 28, 2025 /CNW/ - With only one in five employees confident in their ability to make an internal career move (LinkedIn, 2024), and 43% of exiting employees citing a lack of advancement opportunities as a reason for leaving (McLean & Company Exit Survey, 2021-2024), organizations face mounting pressure to address the widening gap between employee ambition and organizational opportunities. Yet despite this rising employee demand for internal mobility, most organizations are failing to effectively support their employees in navigating their career growth. McLean & Company's latest research insights, Develop an Integrated Career Pathing Framework, offers a practical, evidence-based approach to designing career pathing initiatives that not only deepen employee commitment but also build the foundation for sustainable organizational growth. By connecting individual development with broader business goals, the framework helps HR leaders and their organizations unlock internal talent potential and create more resilient, future-ready workforces. "Employees are telling us they want to grow – but they don't see a path forward," said Lexi Hambides, director, HR Research & Advisory Services at McLean & Company. "Our research shows that when career pathing frameworks are unclear or non-existent, employees disengage, seek opportunities elsewhere, and organizations struggle to retain critical talent. A well-designed, transparent framework aligns employee aspirations with business needs, enabling internal mobility, improving role fit, and ultimately driving stronger organizational performance." McLean & Company's research highlights that while career development is a proven driver of employee engagement, many organizations struggle to implement frameworks that are scalable, relevant, and responsive to the evolving needs of their workforce. The HR research and advisory firm explains that career pathing initiatives frequently stall due to limited resources, insufficient leadership alignment, and a lack of integration with broader HR programs such as learning and development, internal mobility, and total rewards. McLean & Company's data shows that employees who believe their organization provides adequate opportunities to learn new skills are 1.6 times more likely to be engaged (McLean & Company Exit Survey, 2021–2024), an insight that reinforces the recommendation for well-structured, transparent, and future-ready career development strategies. Introducing McLean & Company's Career Pathing Framework To close the disconnect between employee expectations and organizational support, the new framework offers a structured yet adaptable approach to career pathing. McLean & Company's resource guides HR teams through key activities such as: Defining role levels and progression criteria. Mapping clear mobility pathways across functions and levels. Aligning career growth with performance expectations and organizational priorities. By enabling employees to envision and pursue growth within their organization, career pathing fosters a sense of purpose, connection, and loyalty, factors that are becoming increasingly critical in today's talent market. At the core of the framework is McLean & Company's thought model, which outlines four key drivers of effective career pathing: Role clarity and leveling. Defined mobility criteria. Connection to HR systems (e.g. L&D, performance, total rewards). Manager enablement through tools and language to support continuous career growth. The firm's collective of research insights offers step-by-step guidance, tools, and templates to help HR leaders design and implement effective career pathing strategies tailored to their organization's needs. To learn more, please visit McLean & Company's Develop an Integrated Career Pathing Framework. McLean & Company's On-Demand Career Pathing Course As part of its comprehensive support, McLean & Company also offers an on-demand McLean Academy course called Career Pathing, which helps HR professionals apply the framework in real-world settings, strengthen internal capabilities, and lead effective change. Members can gain access to a robust set of tools and templates, including the Career Path Planning Workbook, the Create an Inclusive Promotion Process Guide, and a Goal Management Guide to support manager-employee development conversations. Media Inquiries for HR Analysts at McLean & Company For media inquiries or to connect with McLean & Company analysts for exclusive, research-backed insights on human resources, career pathing, engagement, and employee experience, please contact Communications Manager Katie Tame at ktame@ About McLean & Company McLean & Company pairs evidence-based research and immediately applicable tools with deep HR expertise to position organizations to meet today's needs and prepare for the future. The global HR research and advisory firm's member organizations enjoy comprehensive resources, full – service diagnostics, workshops, action plans, and advisory services for all levels of HR professionals, from executive leadership to HR leaders to HR team members, that help shape workplaces where everyone thrives. McLean & Company is a division of Info-Tech Research Group. Media professionals can register for unrestricted access to research across IT, HR, and software and hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact ktame@ View original content to download multimedia: SOURCE McLean & Company View original content to download multimedia: Sign in to access your portfolio
Yahoo
23-07-2025
- Business
- Yahoo
Why Organizational Redesigns Fail and What to Do About It: McLean & Company Releases New Research on Implementation Strategy for HR Leaders
New research insights published by global HR research and advisory firm McLean & Company emphasizes that well-intentioned redesigns fall short without a clear implementation roadmap, strong change leadership, and ongoing optimization. TORONTO, July 23, 2025 /PRNewswire/ - Organizational design has become a top priority for business leaders seeking to stay agile in an era marked by rapid change. But according to new research insights from HR research and advisory firm McLean & Company, many of those efforts will fall short not because the design was flawed but because implementation was an afterthought. The firm has recently published its insights in Implement Organizational Design, a comprehensive, evidence-based resource that equips HR and organizational leaders to execute design changes with precision, clarity, and long-term impact. As the second phase of McLean & Company's organizational design series, the firm's new insights tackle the often-overlooked challenge of turning design into practical, sustainable change. Despite the increasing frequency of organizational redesigns, McLean & Company's research shows that many businesses underestimate the level of investment, coordination, and leadership alignment required to implement effectively. Too often, implementation plans are underdeveloped or rushed, leading to a cascade of avoidable issues. Common barriers include poorly defined roles that create confusion and disrupt workflows, inconsistent communication that fuels uncertainty and resistance, weak leadership alignment that undermines momentum, and a lack of post-implementation support that causes teams to revert to old habits. Without a structured approach and sustained implementation, even the most strategic design risks falling short of its intended impact."Designing the future of the organization is only half the equation," says Michelle Leedy, senior executive advisor at McLean & Company. "If there's no clear path to implementation – or if employees are left in the dark about what's changing and why – the risk of failure grows exponentially. Execution is the moment of truth." To help HR leaders and their organizations navigate complexities and common barriers when implementing organizational design, McLean & Company's Implement Organizational Design blueprint outlines a five-step process that includes: Preparation and planning with change readiness and risk assessments. A clearly defined implementation roadmap with timelines, milestones, and ownership. A structured change action plan to drive adoption and address resistance. Support for leaders and employees during execution of design changes. A focus on sustainment to continuously optimize the new design. As the challenges of implementation become more visible, the pressure to get it right is growing. According to McLean & Company's 2025 HR Trends Survey, HR teams that excel at managing through change and uncertainty are 59% more likely to report high workforce productivity, and 52% more likely to see strong organizational performance and revenue growth. Moreover, 85% of HR leaders surveyed said they had increased their focus on risk mitigation and business continuity planning over the past 12 months, indicating widespread recognition that the external environment is becoming more volatile and less forgiving of missteps. "Whether the catalyst is new leadership, emerging technologies, or economic pressure, transformation isn't slowing down – it's accelerating," says Amani Gharib, director, HR Research & Advisory Services at McLean & Company. "But speed without structure is risky. What our research makes clear is that organizations must treat implementation as a core strategic function, not an operational footnote." McLean & Company's approach is supported by practical tools and templates, including organizational design implementation workbooks, change action plan workbooks, FAQ templates, and a comprehensive communication resources catalog, to help HR teams manage each phase effectively. Multiple support options are available, ranging from DIY toolkits and advisory guided implementations to executive counselor onsite support. For media inquiries or to connect with McLean & Company analysts for exclusive, research–backed insights on human resources, culture, and employee experience, please contact Communications Manager Katie Tame at ktame@ About McLean & Company McLean & Company pairs evidence – based research and immediately applicable tools with deep HR expertise to position organizations to meet today's needs and prepare for the future. The global HR research and advisory firm's member organizations enjoy comprehensive resources, full – service diagnostics, workshops, action plans, and advisory services for all levels of HR professionals, from executive leadership to HR leaders to HR team members, that help shape workplaces where everyone thrives. McLean & Company is a division of Info – Tech Research Group. Media professionals can register for unrestricted access to research across IT, HR, and software and hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact ktame@ View original content to download multimedia: SOURCE McLean & Company
