HR TEAM OF THE YEAR

This award recognises HR teams from the public, private and not for profit sectors for their work within the function and their business partnering with other functions. The entry must focus on overall team efforts and demonstrate the function’s collaborative approach and ability to attract and develop excellent HR people.

Judges will look for:

• An innovative approach to people management, taking into account challenges to your industry and the business model in which you operate. Judges will consider the scale of your team and service provision, please ensure this is clear. Context is important, so please include this to give the judges an idea of things like the scale of the team, the kind of resource available and the business environment in which your organisation operates.
• A clear narrative that demonstrates how the team is having an impact on other functions and the wider business
• Evidence of success: how has your team strengthened the organisation – please use metrics, anecdotes and case studies. Judges will consider feedback from customers and how this is sourced.

BEST HR STRATEGY OVERSEAS

BEST RECRUITMENT AND WORKFORCE PLANNING STRATEGY

Judges are looking for evidence of innovation and bottom-line contribution through enhanced recruitment and improved retention. Entries could range from one-off projects in key areas through to the implementation of new policies covering all resourcing activities. They should be presented in the form of a business case study supported by relevant metrics.

Judges will look for:

• Real innovation in recruitment and retention – and the application’s ability to demonstrate that.
• A clear narrative that demonstrates why the strategy was implemented, its goals, KPIs and how it is having an impact on the organisation.
• How the recruitment and retention strategy ties-in with the organisation's employer brand.
• Evidence of success: how it has strengthened the organisation, please use metrics with supporting anecdotes and case studies where appropriate.

BEST LEARNING AND DEVELOPMENT STRATEGY

Judges are looking for those that invest effectively in the development of their people. Entries could range from one-off projects in key areas - such as leadership development programmes, apprenticeships, traineeships, graduate schemes, internships and work experience programmes - through to organisation-wide strategies covering all L&D activity.

Entrants should include details about the business need, what the strategy entails and how it was communicated to the workforce.

Judges will look for:

•  An innovative L&D strategy that addresses an important business issue – if a specific project there must be evidence of how the links to a wider business strategy.
• A narrative that illustrates how the strategy was implemented and the journey from implementation to success.
• Evidence of genuine board-level commitment to learning and development
• Evidence of success: return on investment and metrics. Judges will look for evidence of impact and how this is evaluated.

BEST HR TECHNOLOGY STRATEGY

Judges are looking for an organisation that has used technology to move HR forward. It could be via the application of HR software and analytic systems, online recruitment or an e-learning programme and AI and chatbots. It could also explore how HR has supported a major tech investment across the organisation.

Judges will look for:

• A clear narrative that demonstrates why technology was implemented, the business case for it and how employee buy-in was gained and retained.
• Genuine innovation considering the organisation’s context.
• Evidence of success: return on investment and how it links to employee engagement and productivity.

BEST TALENT MANAGEMENT STRATEGY

Entrants should give details of how their organisation defines and spots talent, where responsibility for managing talent sits, how they deliver appropriate development opportunities and how they monitor and measure the success of implementation and outcome.

Judges will look for:

• An innovative talent strategy that addresses an important business issue.
• A clear narrative that demonstrates how the strategy is having an impact on the organisation.
• Evidence of success: overall outcomes and impact of the talent management strategy must be showcased, and metrics are important. Judges will look for return on investment and the impact the strategy has made since implementation.

BEST INTERNAL COMMUNICATIONS STRATEGY

The communications strategy can be part of an ongoing process or development in the organisation. The communications strategy/initiative must have been in place for long enough to demonstrate its success- a minimum of 12 months is necessary.

Judges will look for:

• An innovative communications strategy that addresses an important business issue. Judges will look at the different communication channels used and their relevance
• A clear narrative that demonstrates the strategy's scale, the impact it is having and how it reaches into the wider organisation
• Entries with measurable evidence (metrics) that the communication process has proved effective in the uptake and medium and long-term impact
• Evidence of success: return on investment and how it has strengthened the organisation – please prioritise metrics. Anecdotes, customer feedback and case studies are also welcomed.

BEST HEALTH & WELLBEING STRATEGY

This award will go to the organisation that provides the most compelling evidence that their strategy for health and wellbeing in the workplace not only works, but that has also created a clear and measurable return on investments made in this area.

Judges will look for:

• An innovative wellbeing strategy that addresses an important business issue and links to the business case
• A clear narrative that demonstrates why the strategy was implemented and how it is linked to broader business strategy

• Evidence of success: return on investment and how it has strengthened the organisation – please prioritise metrics. Anecdotes, staff feedback and case studies also welcomed. Judges will mark highly entries that demonstrate how the strategy is linked to engagement and productivity levels.

BEST REWARD AND RECOGNITION STRATEGY

This award recognises where an organisation has closely aligned a benefits, reward and/or recognition strategy to business objectives in order to incentivise and enhance productivity. Judges will be looking for tangible evidence that shows how the strategy had a direct impact on employees and subsequently, the organisation's bottom line. Examples of initiatives that could be entered in this category include: the introduction of a new approach to benefits, a new employee and team recognition strategy, impressive work around reducing a gender pay gap, or the introduction of a new pay structure that’s achieved strong results in terms of productivity, attraction and/or retention.
 
Judges will look for:

• A clear narrative that demonstrates why the strategy was implemented and how it is linked to broader business strategy.
• Demonstrate why the strategy is innovative in its given context (e.g. an acknowledgement of external challenges, for example public sector austerity)
• Evidence the strategy is a good fit for the workforce.
• Evidence of success, including return on investment and how it has strengthened the organisation, please use metrics, anecdotes and case studies.
• Demonstrate how the strategy has benefited engagement, retention, productivity and other relevant measures.

BEST CSR STRATEGY

Judges are looking for an HR strategy that not only has a positive impact on an organisation’s wider community, but also delivers strongly on an organisation’s HR and commercial or strategic aims.

 

Entries could include, for example: a recruitment strategy which assists an underprivileged demographic to find work, allowing the organisation to simultaneously harness the skills of a previously untapped talent pool; or an L&D strategy encouraging staff to lend their professional support and skillsets to charity organisations, simultaneously developing their own skills and sense of engagement as they do so.

Entrants should demonstrate the role HR has played in the strategy and execution of CSR initiatives.

Judges will look for:

• A clear narrative that demonstrates why the strategy was implemented and what its objectives are as well as what has been achieved.
• Evidence of success, including how it has benefited the community, please use metrics, anecdotes and case studies.
• Demonstrate how the CSR initiative/strategy is linked to corporate and HR strategy and benefits the business.

BEST TRANSFORMATION STRATEGY

This category covers organisations that have completed a successful people-focused business transformation programme. Areas that will be assessed include making the business case for change, its communication, implementation and measurement. Entries can include those where external interim resources have been brought in to achieve a positive outcome and successful merger and acquisition programmes.

Judges will look for:

• An innovative change/transformation programme that makes a clear business case for change.
• How effectively the programme is communicated, implemented and measured, including how it has overcome any resistance.
• The role that HR has played in the programme, such as when HR was brought into the process and its impact.
• Evidence of success: how it has strengthened the organisation, please use metrics, anecdotes, customer feedback and case studies.

BEST EMPLOYEE ENGAGEMENT STRATEGY

Judges are looking for a well-thought-out strategy linking employee engagement to the heart of the business. The strategy should be holistic, explaining how all aspects of the employee experience – including for example recognition, values, employee voice, culture and communications - have been considered to improve engagement with the organisation and what it seeks to achieve.

Judges will look for:

• An innovative engagement strategy that addresses an important business issue which is clearly explained.
• A clear narrative that demonstrates how the strategy is having an impact on the organisation, including metrics on improvements to engagement and productivity levels and other relevant measures. Medium and long-term impact should be addressed, with the strategy being employed for at least 12 months.
• Evidence of how the engagement strategy is linked to and improved key business objectives and outcomes.
• Evidence that the HR team has considered how to define employee engagement according to their context and thought holistically and strategically about the levers that will impact engagement.

BEST DIVERSITY AND INCLUSION STRATEGY

This award recognises an organisation that has diversity and inclusion at its heart. The entry should describe not just the ethical imperative behind the strategy, but the business drivers too. It should detail how the HR team has approached D&I in an evidence-based way.

Judges will look for:

• A clear narrative that demonstrates why the D&I strategy was implemented, how it is linked to broader business strategy and how it is embedded within wider company ethos.
• Inclusion as paramount- the strategy should focus on all of the organisation’s members rather than a siloed group and demonstrate how diversity, equality and inclusion is embedded across the organisation.
• Evidence of the organisation's diversity and inclusion statistics and how these are evaluated.
• A narrative on the strategy's implementation, communications and success.
• Strategy impact evidenced by strong data and metrics. Anecdotes, employee/customer feedback and case studies are optional.
• Evidence the D&I strategy is part of the corporate ethos, not just in terms of employment but also in how it serves customers.

BEST FLEXIBLE WORKING STRATEGY

Judges are looking for a thoroughly inclusive strategy which goes far beyond statutory guidance to offer flexibility and remote work options, matching the needs of employees and the business function.

Judges are looking for:

• A clear narrative that demonstrates why the strategy was implemented and how it is linked to broader business strategy.
• A thorough understanding of the strategy’s impact, using metrics, evidence and case studies to demonstrate positive change on recruitment, retention and employee engagement rates.
• Evidence the strategy is a good fit for the workforce and reflects employee needs.

HR GURU OF THE YEAR

This Awards recognizes most senior HR professional within the organization operating at or near Board level. Nominees should be responsible for design and execution of an integrated HR strategy or plan. Roles at this level may typically be entitled Head of HR of Head of Human Capital or similar.  

1. Evidence of having made a significant contribution to design and delivery of overall business strategy for their organization 2. Evidence of the extent to which HR strategy has made a significant contribution to the business or organization and how this is measured 3. Champions and designs HR initiatives that contribute to enhanced organizational capability 4. Evidence of the HR function being valued within the organization 5. Evidence that they are role models who demonstrate the values of their organization

HR FUTURE LEADER OF THE YEAR

This award recognises the game-changing HR directors of the future. It is open to any HR professional below HR director level and celebrates the rising stars who have already made a big impact on their organisations. Entrants can enter themselves or be entered by their colleagues. There is no charge for entering this category and if you are entering yourself, please include a confirmation of support from your manager.

Judges will look for:

• A clear narrative of what has been achieved and in what context – how much experience does the candidate have? What sector do they work in? What is the candidate’s background and personal development? This will help the judges compare entries.
• Evidence of the impact the candidate has had on the HR strategy of the organisation in which they work – metrics should be prioritised for this.
• Testimonials from HR and other business leaders on how the candidate has added value to the organisation.

BEST CRISIS MANAGEMENT STRATEGY

This award celebrates the hard work HR has done in responding to crises. A crisis is defined as anything that poses a serious threat to the health and future of a business’s operations, finances, reputation and people.

The winning entrant will demonstrate not only the reactive responses to a crisis, but preparedness and forward-thinking in protecting the organisation appropriately against future unpredictable events.


Judges will look for:

• The immediate response based on the individual challenge faced by the organisation, measures put in place to keep employees safe, communication during the crisis and how different departments have collaborated effectively.

• A focus on metrics, evidence and the roadmap leading out of the crisis.  Strategies should include, if relevant, how the organisation varied its approach dependent on job roles and how company culture was maintained throughout. 

• What learning and improvements will be carried forward into new ways of working and future employment practices.

BEST PEOPLE-FOCUSED CEO OF THE YEAR

The best people-focused CEO category is open to the chief executives of organizations. You cannot self-nominate for this category – nominations are welcomed from the HR director, peers and colleagues.

• Testimonials of the CEO’s commitment to and involvement with the organization’s people strategy, including diversity and inclusion • Evidence of the CEO’s visibility throughout the organization and in the media