Awards categories

Although change management, agility and innovation beyond traditional boundaries is a constant discipline for all HR organizations, never has it been more vital than in current times.

Therefore, the Corporate HR Awards 2020 will solely focus on initiatives aimed at moving from an unwelcome disruptor to become a stabilizer and furthermore a catalyst to organize work and the organization differently with a clear focus on collaboration, productivity, engagement and employee connectedness.

The crisis is impacting all HR organizations in different ways. But for all of them, the pandemic represents both their greatest challenge and their potential shining hour by, for instance, redefining how work gets done. Reshaping organizational structures. Enabling remote and distributed workforce. Repurposing the role of employees and teams. Re-thinking the talent lifecycle. Amplifying workforce agility and resiliency. Re-thinking talent acquisition and sourcing models. Reconsidering digital HR and related as-a-service platforms. Re-prioritizing HR technology adoption. Redefining essential skills for the short and mid-term future. Expanding remote working capabilities and policies to serve immediate needs. Accelerating short-term HR efforts with long-term measures. Reshaping the HR operating model for the next future. Boosting self-service channels and platforms to support employees and contractors. Fortifying HR analytics to take the employee productivity and engagement pulse in real time. Deploying virtual and collaboration-based assistance to deliver 24x7 employee service. Among many others!

The initiatives will be grouped and categorized as follows upon their primary objective, impact and achievements:

Organizational Effectiveness
> People-focused organizational effectiveness initiatives that take the people factor, technology implementation, adaptation of the HR operating model, and change management into account. Judges will look at how effectively the initiatives are being implemented, how HR overcomes any resistance and sense or urgency, and the active role it plays in it. Moreover, the Jury will look at how the initiatives are maintaining and/or strengthening the efficiency of the organization.

Employee Engagement
> Practical approaches to maintain employee engagement while delivering tangible organizational and operational changes to serve immediate needs. Judges will be looking for (and/or) reshaped talent management strategies; adapted performance management programs; online L&D programs; zoom-like based collaboration tools, or any other initiative that improves or maintains workforce engagement quantitatively and qualitatively. The Jury will also look at how strong employee engagement contributes to the organization’s overall resilience and agility facing the Covid 19 crisis.

Workplace transformation
> Redefinition and transformation of the workplace with the purpose to enable remote working, distributed work hubs, workplace commute, workplace safety, connectedness and work efficiency challenges. More specifically, the jury will evaluate how organizations are moving towards new workplace models and structures by embracing (and/or) new technology adoption, space (re)allocation, re-definition of roles and hierarchies, reorganization of work, remote and/or flexible working options, etc.

Agile workforce
> Workforce agility initiatives and deliverables aimed at safeguarding organizational effectiveness, business operations continuity, people productivity and leadership at all levels of the organization. The jury will merely look at the set of actions taken such as skills resiliency, remote working and distributed workplaces enablement, redistribution of talents, in/outsourcing, technology adoption, employee safety and wellness, among many others. Briefly said, the jury is expecting concrete examples of how companies are mastering the art of ‘operating in the moment of the Covid 19 and beyond’ from a people perspective.