Latest news with #employeeDevelopment
Yahoo
2 days ago
- Business
- Yahoo
Michael Baker International Names Tanya Currie Executive Vice President and Chief Human Resources Officer
Ms. Currie joins the firm's Executive Leadership Team as head of the Human Resources organization PITTSBURGH, June 19, 2025 /PRNewswire/ -- Michael Baker International, a global leader in engineering, consulting and technology services, today announced that Tanya Currie has joined the firm as Executive Vice President and Chief Human Resources Officer (CHRO). Ms. Currie joins the firm's Executive Leadership Team as head of the Human Resources (HR) organization. In this role, she will drive critical HR programs throughout the company to accomplish key business objectives and implement cultural and organizational change. Her leadership will ensure that the firm has the talent and employee-focused programs in place to achieve its transformational vision of becoming a full-service engineering, consulting and advisory firm. Ms. Currie will focus on enhancing the firm's total rewards strategy to support competitive compensation, innovative benefits and wellness programs that foster a healthier and more productive workforce. She will lead employee development initiatives through structured talent reviews and succession planning to promote growth at all levels. Ms. Currie will also play a key role in attracting top talent aligned with Michael Baker's values and committed to evolving, growing and improving the firm. Additionally, she will expand the strategic impact of HR Business Partners (HRBPs) by increasing their focus on driving retention and providing opportunities to learn, grow and advance through career pathing at all levels of the organization. Through these efforts, she will champion a Culture of Excellence where every employee feels included, valued and connected to the firm's credo: We Make a Difference. "Tanya is a dynamic and experienced leader who truly understands our industry and how to create programs that put employees first while keeping our business goals in focus," said Brian A. Lutes, CEO at Michael Baker International. "She will shape the future of our HR organization and employee experience, ensuring that every member of our Wolf Pack has the support they need to grow, contribute and do their best work for our clients, communities and each other. Tanya will also help strengthen our One Michael Baker culture while using digital tools and automation to bring more efficiency to our work." Ms. Currie brings more than two and a half decades of HR experience in the global infrastructure industry to her leadership role with Michael Baker. She has led successful global programs in talent acquisition, talent retention and employee engagement in partnership with executive leadership to support growth across the organization and joins Michael Baker from AECOM, where she most recently served as Global Head of HR Business Partners & Talent Acquisition. Earlier in her career, she was a Learning & Growth Associate with Deloitte. Ms. Currie earned a Bachelor of Arts degree in Psychology, with a minor in Business Administration, from Wilfrid Laurier University (Canada). About Michael Baker InternationalMichael Baker International is a leading provider of engineering, consulting and technology services spanning three distinct Verticals: Infrastructure, Integrated Design and Advisory (IDA) and GovTech. The firm's Practices encompass all facets of infrastructure, including design and civil engineering for diverse bridge, highway, water, rail and transit and aviation projects, as well as planning, architecture, environmental and construction and program management. For 85 years, the company has been a trusted partner to clients, providing comprehensive services and solutions, delivering expertise and quality, and embracing emerging technologies and the latest innovations – like intelligent transportation, engineered models and public safety software as a service (SaaS). The company has more than 5,100 employees across more than 90 office locations. Michael Baker's Wolf Pack is committed to Making a Difference for clients and communities through a culture of innovation, collaboration and technological advancement while evolving its business to become a full-service engineering and consulting firm. To learn more, visit Contact: Julia (866) 293-4609 View original content to download multimedia: SOURCE Michael Baker International 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
CNA
3 days ago
- Business
- CNA
In a sector grappling with manpower constraints, mechanical and electrical engineering company DLE M&E shows how investing in employees' career health can drive long-term business success.
In 2019, a cost engineer at DLE M&E made an unexpected request – he wanted to move beyond his desk-bound role to gain hands-on experience working on projects on site. 'We granted his request,' said the company's director, Mrs Sarah Tham. After being redeployed as a project engineer, the employee took on more responsibilities and now oversees site works as a project manager. For Mrs Tham, his career progression reflects a broader belief at DLE M&E. 'By having open and honest conversations with staff about their goals and supporting them in achieving those goals, they experience greater job satisfaction and are more likely to stay with us longer,' she said. This openness underpins the 45-year-old mechanical and electrical engineering firm's commitment to upskilling its 350-strong workforce. To date, eight employees have completed reskilling through Workforce Singapore (WSG) initiatives, including Career Conversion Programmes (CCPs) for Sustainability Professionals and workshops to improve human resource competency. Given the construction sector's long hours and demanding work culture, DLE M&E sees job rotation and multiskilling as key to sustaining motivation and productivity. This emphasis on employee development strengthens their career health and helps the company remain competitive. In response to growing environmental, social and governance (ESG) expectations from clients, DLE M&E pursued EcoVadis accreditation – a widely recognised assessment of corporate sustainability – and sent employees for external ESG training. 'The clients see that we are ESG-ready, which opens up many business opportunities for us,' Mrs Tham said. 'WHEN NEW TOOLS ARE INTRODUCED, MANAGEMENT MUST BE ACTIVELY INVOLVED IN THAT CHANGE, SO STAFF DON'T FEEL THEY ARE LEFT TO GO THROUGH THE CHALLENGING PARTS THEMSELVES.' RESKILLING WITH PURPOSE DLE M&E undertakes projects involving the installation of mechanical and electrical systems, such as retrofitting works for multinational clients. In 2017, with support from the Building and Construction Authority (BCA), the company began training its drafters in building information modelling – a 3D digital platform that is now required for all construction projects with a gross floor area of above 5,000 sq m. Today, its drafting team is proficient in the platform, giving the company a competitive edge when bidding for tenders. This capability was developed primarily through training conducted by BCA Academy and supported by WSG through a CCP to build competency in building information modelling. Beyond technical proficiency, the company encourages self-discovery and career planning. Selected employees have attended workshops such as Career Aspiration Navigator, which uses profiling tools to assess their readiness for change, communication styles, preferred learning methods and skills gaps. 'The course aims to align the employer with what employees hope to achieve in their careers,' said Mrs Tham. Employees also gain a clearer understanding of their strengths and developmental areas, which supports more meaningful career conversations. DEVELOPING TALENT FROM WITHIN HR and office manager Karen Wong is among the DLE M&E employees who have been reskilled through WSG programmes. Encouraged by her line manager to deepen her understanding of ESG practices, she enrolled in the CCP for Sustainability Professionals. As part of this programme, she attended a short course on sustainability projects. After gaining a better grasp of ESG principles and their practical application, Ms Wong now leads sustainability efforts in the office, addresses ESG-related queries from clients and helps bring sustainable practices into the company's daily operations. 'The CCP programme strengthened my knowledge in sustainability and ESG, and helped me grow personally and adapt to new challenges,' she said. 'I feel more confident in meeting client needs and proud to be aligned with the industry's future direction.' Her experience highlights the potential of mid-career reskilling to meet both individual aspirations and evolving business needs. While some employees may be uncertain about the need to reskill, the company sees career development as a shared responsibility. 'We are interested in their career health and we are intentional about making them better,' Mrs Tham added. 'CAREER HEALTH ISN'T JUST ABOUT MOVING UP. IT'S ALSO ABOUT GROWING PERSONALLY AND PROFESSIONALLY, WITH THE ENERGY AND MINDSET TO REACH YOUR GOALS AND CARE FOR YOUR LONG-TERM WELL-BEING.' REDESIGNING ROLES FOR LONG-TERM GROWTH To improve efficiency and future readiness, DLE M&E is also tapping on the Support for Job Redesign under Productivity Solutions Grant (PSG-JR). BDO Consultants, one of the pre-approved consultants appointed under PSG-JR, will be shadowing selected employees to analyse job scopes and identify areas for improvement. Through this process, the company aims to digitalise certain manual workflows – enhancing both efficiency and productivity. Once the redesigned processes are in place, tailored training maps will be developed to equip employees with the necessary skills. Design engineers at DLE M&E reviewing 3D plans using building information modelling software – a digital tool now essential for large-scale construction projects in Singapore. As part of this effort, the company expects to send impacted employees for reskilling, primarily through the CCP for Built Environment Professionals. Mrs Tham said the company is taking a long-term view of both business needs and employee development. 'The staff are also looking at how the company develops them as individuals and professionals,' she added. This focus on long-term growth reflects broader workforce trends. 'With the retirement age being extended, we are all going to work longer,' said Mrs Tham, 'We have to ensure that our people don't burn out and that their career health is sustained.' Job redesign, she added, supports long-term engagement and helps align roles with employees' evolving needs and strengths. SEE HOW CAREER HEALTH DRIVES BUSINESS RESULTS Whether it is reskilling for new demands or redesigning roles to stay competitive, these companies are investing in their people and seeing real returns. Scroll down to explore how others are integrating career health into their strategy – or turn to the Career Health Playbook for Business Growth for tools, tips and strategies to future-proof your workforce.
Wall Street Journal
12-06-2025
- Business
- Wall Street Journal
Why Bosses Should Give Feedback in the Morning
Leigh Thompson is the J. Jay Gerber Professor of Dispute Resolution and Organizations and a director of executive-education programs at Northwestern University's Kellogg School of Management. She is the author of several books, including 'Negotiating the Sweet Spot: The Art of Leaving Nothing on the Table.' Managers are constantly told that feedback is essential for employee development, whether it be a formal performance review or casual after-meeting conversation.
Trade Arabia
25-05-2025
- Business
- Trade Arabia
Zain Bahrain signs up Lumofy to upskill its employees
Zain Bahrain, a leading technology and telecom provider in the Kingdom, has sealed a strategic deal with Lumofy, a Bahrain-based AI-powered talent management platform, to provide advanced learning opportunities for its employees. As per the deal, Zain Bahrain employees will gain access to an extensive digital library of more than 100,000 training courses through this initiative, covering a variety of topics such as Customer Excellence, Negotiation, Big Data Analytics, and Strategic Planning. The partnership reflects Zain Bahrain's commitment to empowering its employees and their growth by creating a culture of continuous development. By using Lumofy's AI-powered platform, Zain can understand what skills employees need and personalize training programs to improve the impact of its development initiatives, it stated. Mohammed Zainalabedin, Zain Bahrain's Managing Director, said: "Our partnership with Lumofy is a strategic step towards delivering a holistic development experience that supports the professional and personal growth of our employees." "It's part of our ongoing efforts to enhance employee capabilities and create a supportive environment for sustainable development, boosting performance and strengthening employees' efficiency and readiness to navigate the evolving digital market," remarked Zainalabedin. "We are proud to collaborate with a Bahrain-based platform specialized in learning and development, confident that this step will have positive impact on our teams," he stated. Ahmed Faraj, the Founder and CEO of Lumofy, said: "We're proud to partner with Zain Bahrain to adopt a smarter, more strategic approach to upskilling employees."
Fast Company
22-05-2025
- Business
- Fast Company
From the boardroom to the basketball court
Growing up, dinner table conversations at our house weren't just about what we learned at school that day. My mom, Jill, was a CEO for my entire life, leading a nonprofit that made meaningful community impact while she simultaneously raised a family. Our dinner conversations included recaps of board meetings, talk of juggling multiple personal and professional roles, and advice for her kid (me!) on how to do right by others. My mother's daily examples of leadership showed me that career success and personal fulfillment don't compete with each other—they're complementary. Now, as I help lead Guild's efforts, partnering with companies to invest in employee career development and talent pipelines, those early lessons continue to guide me. It is possible to find balance My mom taught me important lessons about balance that I use today. First, she taught me that having a meaningful career and making a positive impact aren't mutually exclusive. People talk about 'doing well by doing good' as an abstract concept, but I saw it firsthand every day. There was never a doubt in my mind that I would pursue the same. I was also lucky enough to have a role model who showed it was possible to have both a thriving professional and personal life. Being a wife, mother, a (literal) boss, and an engaged community member were identities she wove together. It wasn't always easy, but watching her showed me that these identities were equally important for fulfillment. Often people—especially women—are presented with binary choices: Career or children? Devoted partner or independent social life? Many grapple with these decisions, but we don't have to. There isn't any shame in prioritizing one thing over another one day, and changing the next. My mom taught me not to feel guilty about this balancing act. This ripple effect of positive modeling extends beyond the family. I've seen it through stories of Guild learners, like Sherry from Oklahoma, who works at Tyson Foods. Sherry finished high school, got promoted to plant manager, and became an advocate for our program among her colleagues. She's an example of how leaders can effectively balance everything important to them: career, family, community outreach, and learning. It's never too late (or early!) to start a second act My mom grew up in the 1950s and 60s with three brothers and limited resources. She was a natural athlete, but didn't have the privilege of formal training in her earlier years. Decades into adulthood, as her career entered its final chapters and she had more free time, she embraced the transition to her next chapter in life. At 50, she started playing senior women's basketball. Fast forward 25 years, and she's now a multi-titled senior Olympian at 75. Some of her best friends came through basketball, and she serves as a board member and advocate for senior women's sports. My mom taught me that building skills later in life is more than fulfilling—it keeps you young! It increases cognitive function, improves memory, and enhances emotional well-being. There's urgency here on a global scale, as the half-life of professional skills is less than 5 years (less than 2.5 years in technology fields). The workforce needs people willing to be nimble and adapt to the skills their field requires, just as our personal lives benefit from constant learning. We can take lessons from people who grew to be the best in their field, too. Vera Wang designed her first dress at 40, and Toni Morrison wrote her first novel after a long career in publishing. I've been inspired by people who pivot, learn, and succeed, and my admiration for people with this skill absolutely bleeds into the workplace. I like to bet on potential and give people opportunities beyond what their experience suggests, with faith that lifelong learners can figure things out with the right mindset and support. I believe that most career paths aren't linear, and I have benefited from this myself, like in a previous role. A cofounder was the first person to really take a chance on me. He truly let me run by giving me a role that, on paper, wasn't congruent with my experience but leveraged my skills in a meaningful way. You're a role model—whether you know it or not Another lesson I learned from my mom is something I observed from her actions, not something she intended to share. She was, and is, a role model to me and many others without asking for the title. She modeled behavior, like taking initiative on difficult problems, championing innovation, or methodically pursuing ambitious goals, that those around her naturally emulated. I'm again reminded of Sherry from Tyson, who not only completed her own education and rose through the ranks, but then supported her husband as he continued his education. Her son now works at Tyson too, and is pursuing his degree simultaneously. Her drive to better herself was contagious and positively impacted her family's trajectory. Other high-achievers come to mind as natural role models, too. Take four-time Paralympian Matt Stutzman, who competed in the recent Paralympics for archery. He's using the same drive that took him to Paris to pursue a career transition that will support him and his family post-games. The examples are endless. It takes courage to take on new challenges or champion change, especially when countering established norms. Whether pitching a fresh approach to customer research or volunteering to test a new platform, lifelong learners blaze trails for others to follow, and we have the power to be those leaders for others. Your continuous growth will have a ripple effect on others The most powerful lesson from my mother's journey—from CEO to senior Olympian—is that our growth journeys create ripples far beyond our own lives. When we commit to continuous learning and development, we become living examples of what's possible. For business leaders, this means investing in growth while creating cultures where employee development is prioritized. For professionals at any career stage, it means embracing opportunities that stretch you beyond your comfort zone. For parents, it means focusing your energy where it's needed most—at the boardroom or dinner table. The result? More resilient organizations are populated by adaptable individuals who find deeper fulfillment in both personal and professional realms. More importantly, you'll inspire others along the way—perhaps even your own children, who might someday write about the dinner table lessons that shaped their leadership journey.
