1、03FOREWORD 04HR-LED RESILIENCY IN THE AGE OF DISRUPTION 12PLACING PEOPLE AT THE FOREFRONT OF BUSINESS STRATEGY 18THE TRUE COST OF EMPLOYEE TURNOVER 24MINDFULNESS IN THE WORKPLACE:A CONVERSATION WITH DR.FLANDERS 28REFLECTIONS ON THE FUTURE OF WORK 35GLOSSARY 3A focus on engagement,retention,and profi

2、tabilityVery early in my HR career,my gut told me we needed to reinvent HR and its role within organizations.Many of our activities were transactional,and I felt we were far from having the strategic impact we were capable of.Today,Im glad I followed my instincts and challenged how wed always done t

3、hings.Through a series of experiments(of which many failed at first),I slowly in my way began breaking the mold of traditional HR.I did it by working close to our teams.Am I ever glad I did.I gave myself,and my organization,the gift of learning in collectivity.And with that,the power to have a meani

4、ngful impact on our people,and a strategic one on our business.To me,HR is about engaging people and nothing else.And at the risk of sounding like a broken record,people are your business most important asset.No people=no business success or profitability.Simple math.With that in mind,I will forever

5、 advocate for HR to be a strategic partner to the organization.They pilot engaging employee experiences that help attract and retain the talented people needed to build a successful business.I have also learned that the performance of individuals and the business as a whole is never about chance or

6、luck.It needs to be intentional and a shared responsibility.In building high-performing teams,HRs role is to be a catalyst of change,an enabler of people,a strategic leader.To do that,they need to be close to people across the business to be able to identify,understand and help to solve the challeng