Latest news with #HumanCapital
Forbes
6 days ago
- Business
- Forbes
Boards Must Lead AI Governance Or Risk Enterprise Value
AI Governance The headlines are relentless: AI will replace jobs, disrupt industries, and reinvent how we work. We've seen mass layoffs, hiring freezes for entry-level roles, and skyrocketing demand for AI talent. While the fear is real, history offers a reassuring truth: We've been here before. And each time, those who governed the transition—strategically, ethically, and financially—emerged stronger. From the agricultural revolution to the dawn of electricity, technological change has always reshaped how organizations allocate resources, define work, and generate value. The current wave of generative AI is no different—except that this time, CHROs, CFOs, and Boards must act in concert to ensure that the transformation doesn't erode human capital but enhances it. Each major technological leap—from the printing press to the iPhone—has followed a similar pattern: panic, restructuring, adaptation, and eventual uplift. For example: AI may feel unprecedented, but the socio-economic cycle it triggers is strikingly familiar: displacement of routine tasks, creation of new roles, redefinition of value creation, and the urgent need for human adaptation. The current discourse around AI is overly tech-centric. But if history is any guide, what matters more than the technology itself is how leadership governs the transformation. CHROs and CFOs must collaborate to ensure AI delivers sustainable value—not just productivity gains. Last year, Rebecca Ray, Ph.D. and I wrote the definitive guide for Generative AI governance as it impacts HR. We discuss the important context for creating policies in this report: Generative AI: Questions the CHRO Should Ask. According to McKinsey, AI could add $2.6 trillion to $4.4 trillion annually in global productivity—but only if organizations govern adoption well. Boards first need to understand AI (according to Wingard) and then need to integrate its governance in their accountabilities,. This means, they must ask: AI offers the chance to shift the narrative of human capital from cost to investment. With the SEC signaling greater expectations around human capital disclosures, governance structures must now include oversight of AI's impact on workforce strategy and value creation, and reported under Item 101. Like past revolutions, AI isn't simply automating tasks—it's reshaping business models. Roles like prompt engineers and AI ethicists didn't exist two years ago. Medical diagnosis, legal analysis, and marketing content are being transformed—not eliminated. Gartner estimates that by 2026, 25% of all knowledge workers will use AI assistants daily. But that stat misses the bigger issue: What are we doing with the capacity created? Are we redeploying talent into innovation? Are we upskilling them to support new services? Or are we using AI as an excuse to downsize, and in the process, eroding our pipeline of future leaders? HR leaders must connect workforce transitions to enterprise strategy. For example, when the industrial revolution upended artisan trades, guilds evolved into formal apprenticeships. Today, we need digital apprenticeships to ensure long-term talent supply. No revolution succeeded on technology alone. It took policy: workplace protections, educational reform, and economic incentives. The same is true today. AI transitions demand: Boards should treat this as a fiduciary issue. Poorly governed AI can lead to litigation, reputation damage, and attrition—all of which carry quantifiable financial risk. From a programming perspective, AI doesn't just require new tools. It requires new work design. We've seen this before. In the early 20th century, Frederick Taylor's scientific management reshaped factory workflows. In the AI era, we need 'intelligent management': human-centric, flexible, and designed for augmentation, not replacement. That includes: Companies that succeed will design programs that support human agency—not just machine efficiency. This is where CHROs shine: guiding the human behavior required for systems-level transformation. Workforce decisions are no longer 'soft' choices. They are material to enterprise value. Research by Edmans (Does the Stock Market Fully Value Intangibles? Employee Satisfaction and Equity Prices) shows that firms investing in employee well-being outperform peers in long-term shareholder returns. Just as past technological revolutions rewarded organizations that prioritized workforce adaptation and engagement, today's AI transformation will demand similar investments in human capital to unlock sustainable financial performance. Human capital ROI (HCROI) should become a standard boardroom metric, just like ROE, ROI, etc. A range of informative human capital metrics can be found in the ISO 30414 standard. Ignoring the human dimension of AI puts these outcomes at risk History teaches us is this: Organizations that thrive during upheaval aren't those with the flashiest tech—they're the ones that manage the transition best. That means, for board directors and C-suite executive, they need to: We've been here before. The stakes are high. But so is the opportunity—if we choose to mindfully lead, not simply react.
Globe and Mail
12-06-2025
- Business
- Globe and Mail
BMO Launches Human Capital Factor US Equity ETF
TORONTO, June 12, 2025 /CNW/ - BMO Asset Management Inc. (" BMOAM"), the manager of the BMO ETFs, today announced the launch of BMO Human Capital Factor US Equity ETF (Cboe Canada: ZHC) (the " BMO ETF").
Yahoo
03-06-2025
- Business
- Yahoo
Aon names new CEO of Global Solutions
Global professional services company Aon has appointed Andy Marcell as its new CEO of Global Solutions. In this role, Marcell will oversee Aon's integrated Risk Capital and Human Capital capabilities, encompassing the organization's reinsurance, commercial risk, health, wealth and talent teams. Marcell, who joined Aon in 2015, will continue to serve as CEO of Reinsurance until John Neal assumes the position on 1 September 2025. Aon named Neal as the global chairman of Climate Solutions and global CEO of its Reinsurance arm in January this year. Marcell will report to Aon president and CEO Greg Case and remain a member of the Aon Executive Committee, the company said. Case said: "Building integrated capabilities to help our clients address risk and people issues is one of the core commitments of our 3x3 Plan to go further, faster in serving urgent client need. 'Andy has made a tremendous impact integrating our solutions and enhancing the alignment of our Risk Capital and Human Capital capabilities and will advance our strategy to serve clients as one Aon United firm." Marcell's promotion follows his tenure as CEO of Risk Capital, where he unified the company's commercial risk and Reinsurance solutions. He will present the company's strategy for addressing client needs across both Risk Capital and Human Capital at its Investor Day on 9 June 2025. Last month, Aon named Lambros Lambrou, CEO of Human Capital, as its new global chief strategy officer. Marcell stated: "Lambros and the Human Capital leadership team have made tremendous progress integrating our Health, Wealth and Talent teams to deliver differentiated data, insights and expertise. 'I am looking forward to bringing our Risk Capital and Human Capital teams closer together to address the unprecedented volatility and complexity facing our clients." "Aon names new CEO of Global Solutions " was originally created and published by Life Insurance International, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. 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
Cision Canada
02-06-2025
- Business
- Cision Canada
Aon appoints Andy Marcell to serve as CEO of Global Solutions
DUBLIN, /CNW/ -- Aon plc (NYSE: AON), a leading global professional services firm, announced today that the firm has appointed Andy Marcell to serve as CEO of Global Solutions. As CEO of Global Solutions, Marcell now leads Aon's integrated Risk Capital and Human Capital capabilities across the firm's Reinsurance, Commercial Risk, Health, Wealth and Talent teams. Marcell will remain as CEO of Reinsurance until John Neal joins Aon on September 1, 2025, and continue to report to Aon President and CEO Greg Case and serve on the Aon Executive Committee. "Building integrated capabilities to help our clients address risk and people issues is one of the core commitments of our 3x3 Plan to go further, faster in serving urgent client need," said Case. "Andy has made a tremendous impact integrating our solutions and enhancing the alignment of our Risk Capital and Human Capital capabilities and will advance our strategy to serve clients as one Aon United firm." Marcell, who joined Aon in 2015, most recently served as CEO of Risk Capital, where he successfully brought together the firm's Commercial Risk and Reinsurance solutions. Earlier this month, Aon announced that Lambros Lambrou, previously CEO of Human Capital, now serves as global Chief Strategy Officer, and the firm is conducting a comprehensive search for a successor to lead Human Capital. "Lambros and the Human Capital leadership team have made tremendous progress integrating our Health, Wealth and Talent teams to deliver differentiated data, insights and expertise," said Marcell. "I'm looking forward to bringing our Risk Capital and Human Capital teams closer together to address the unprecedented volatility and complexity facing our clients." Last month, Aon released the firm's Client Trends 2025 report, featuring new insights about the interconnectedness of four megatrends – Trade, Technology, Weather and Workforce – driving complexity, volatility and uncertainty for business and society. The second edition of this report highlights how the interconnectedness of these trends necessitates access to integrated data and analytics, capabilities and expertise to effectively respond to increasingly linked risk and people issues. Marcell will present at the firm's upcoming Investor Day on June 9, 2025, where he will speak to the firm's integrated approach to serving clients across Risk Capital and Human Capital. About Aon Aon plc (NYSE: AON) exists to shape decisions for the better — to protect and enrich the lives of people around the world. Through actionable analytic insight, globally integrated Risk Capital and Human Capital expertise, and locally relevant solutions, our colleagues provide clients in over 120 countries with the clarity and confidence to make better risk and people decisions that protect and grow their businesses. Media Contact [email protected] Toll-free (U.S., Canada and Puerto Rico): +1 833 751 8114 International: +1 312 381 3024 SOURCE Aon plc
Forbes
02-06-2025
- Business
- Forbes
What Do You Actually Do In This Job Market?
Miriam Groom, (M.A. Psyc.) Organizational Therapist, CEO of Mindful Career, and Leader, Human Capital at KPMG. Let's be honest—today's job market is unpredictable. Despite widespread layoffs and hiring freezes in some sectors, others are quietly booming. But for job seekers, especially mid-career professionals or those in transition, the dominant feeling is confusion. Every week, I speak with professionals who ask: 'What am I doing wrong?' 'Do I need to rebrand myself?' 'Should I pivot, freelance or go back to school?' Here's the truth: The market is complex, but with the right mindset and tools, it's not impossible. Below is a roadmap I share with my clients—and now with you. It's tempting to apply to every opening that vaguely fits. But that strategy can lead to burnout and low response rates. What to do instead: • Pick three to five companies a week you genuinely want to work for. • Research their recent press, product launches and leadership changes (try Crunchbase or their LinkedIn page). • Tailor your resume and outreach based on how you can solve a current business problem for them. Resource: You can use JobScan to optimize your resume against a specific job description. It improves keyword alignment, which helps with applicant tracking systems (ATS). Your resume isn't just a list—it's a narrative. In today's market, your ability to communicate your career story can be just as important as your qualifications. Try this: Craft a 'Career Positioning Statement.' One or two lines that answer: • Who are you professionally? • What unique value do you bring? • What kind of opportunity are you pursuing now? Here's an example: 'I'm a purpose-driven marketing strategist with 10+ years in B2B SaaS, passionate about helping early-stage companies grow through brand clarity and demand generation. I'm now exploring mission-led startups or consulting opportunities.' Resource: Try Teal HQ to build your career tracker and craft a positioning statement with structure. If full-time roles are elusive, it doesn't mean you're stuck. Consider a portfolio career—a combination of short-term gigs, freelance work or contract roles. Why this works: • Keeps income flowing • Fills resume gaps • Broadens your skill set and network • Sometimes leads to full-time opportunities How to get started: • Set up a profile on Upwork, Contra or Toptal • Join Slack communities or Substacks for your niche (design, HR, product management, etc.) • Offer project-based help in your network with a clear one-pager This job market is also a mirror. If you're not getting traction, it might not be your fault—it might be misalignment. Ask yourself: • Do I still want this role or am I doing it because I 'should'? • Do my current strengths align with where the market is going? • Is it time to rebrand, upskill or reposition? Resource: Use the O*NET Interest Profiler to explore roles based on your preferences and skills. It's backed by the U.S. Department of Labor and surprisingly insightful. And if you're thinking of a career change, platforms like CareerOneStop or LinkedIn Learning offer guided paths that help you reskill strategically—without enrolling in a costly degree. It's often said that up to 80% of jobs are filled through networking. In a market this noisy, relationships cut through the clutter. Actionable steps: • Reconnect with five former colleagues or classmates this month—without asking for anything. • Post thought leadership or insights on LinkedIn once a week to build your digital presence. • Attend industry-specific webinars or virtual meetups and follow up with speakers or attendees on LinkedIn. Resource: Try Lunchclub or Shapr to connect with professionals in your target industries without the awkward small talk. When things feel uncertain, it's easy to go into overdrive—sending out endless resumes, jumping on every job board or doubting your worth. But this market doesn't reward hustle alone. It rewards strategy, clarity and alignment. If you're feeling stuck, try this: • Reflect on what energizes you (not just what you've done) • Tighten your personal brand • Diversify your income streams • Stay curious—and stay connected Your next opportunity might not come from the path you planned, but it may be even better. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
