BEST HR TEAM

This award recognises HR teams from the public, private and NFP sectors for their work within the function and their business partnering with other functions. The entry can include specific projects and also 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 sector 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 FROM OVERSEAS

MOST EFFECTIVE RECRUITMENT 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:

• Genuine innovative in recruitment and retention
• A clear narrative that demonstrates why the strategy was implemented 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, anecdotes and case studies

BEST LEARNING AND DEVELOPMENT STRATEGY

Judges are looking for those that invest effectively in the development of their people across an entire organisation. Entrants should include details about the business need, what the strategy entails and how it was communicated to the workforce.

Jusges will look for:

• An innovative L&D strategy that addresses an important business issue
• 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 how it has strengthened the organisation – please use metrics, anecdotes and case studies. Judges will look for evidence of impact and how this is evaluated

MOST INNOVATIVE DEPLOYMENT OF HR TECHNOLOGY

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.

Judges will look for:

• A clear narrative that demonstrates why technology was implemented and how it is linked to broader business strategy
• Genuine innovation considering the organisation’s context
• Evidence of success: return on investment and how it has strengthened the organisation – please use metrics, anecdotes and case studies

This category is open to overseas organisations.

PLEASE NOTE: Entries into this category must demonstrate clear understanding of the organisation’s wider strategy. If you are a supplier entering on behalf of a client, we strongly suggest you ask the client to enter themselves, and assist them with their entry if necessary.

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: how it has strengthened the organisation, please use metrics, anecdotes and case studies. Judges will look for return on investment and the impact the strategy has made since implementation

MOST EFFECTIVE USE OF INTERNAL COMMUNICATIONS

The communications strategy can be part of an ongoing process or related to a one-off event or development in the organisation. The communications strategy/initiative must have been in place for long enough to demonstrate its success.

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 and impact it is having
• Entries with measurable (rather than purely anecdotal) evidence that the communication process has proved effective in the medium to long term
• Evidence of success: return on investment and how it has strengthened the organisation – please use metrics, anecdotes, customer feedback and case studies

HEALTH AND WELLBEING AWARD

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
• 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 use metrics, anecdotes, staff feedback and case studies. Judges will mark highly entries that demonstrate how the strategy is linked to engagement and productivity levels

REWARD AND RECOGNITION AWARD

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 acknowledgment 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 organisation that has embedded corporate social responsibility throughout the organisation, in particular through its people. Entrants should demonstrate the role HR has played in the strategy and execution of CSR initiatives. Judges will mark highly CSR initiatives/strategies that demonstrate a clear link between corporate strategy, community benefits and societal responsibility.

Judges will look for:

• A clear narrative that demonstrates why the strategy/initiative was implemented
• 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 strategy and benefits the business

LEADING TRANSFORMATION AWARD

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

PLEASE NOTE: The programme must have been in place for a minimum of 12 months to demonstrate its success.

OUTSTANDING EMPLOYEE ENGAGEMENT STRATEGY

Judges are looking for a well-thought out strategy linking employee engagement to the heart of the business. This can include motivation programmes that have made a significant difference to an organisation's productivity and performance.

Judges will look for:

• An innovative engagement strategy that addresses an important business issue
• 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
• Evidence of how the engagement strategy is linked to and improved key business objectives and outcomes

BEST YOUTH EMPLOYMENT STRATEGY

This award recognises those organisations who have gone above and beyond in creating a youth employment strategy that offers opportunities to young people from a range of backgrounds. Strategies could include apprenticeships, traineeships, graduate schemes, internships and work experience programmes.

Judges will look for:

• An innovative and context-specific approach to engaging with young people so that both individuals and the business benefit
• Evidence that the strategy fits into the organisations wider talent strategy and is helping the business to meet its objectives
• A clear narrative that demonstrates how the strategy is having an impact on the organisation
• Evidence of success: how it has strengthened the organisation, please use metrics, anecdotes, customer feedback and case studies

DIVERSITY AND INCLUSION AWARD

This award recognises an organisation that has diversity and inclusion at the heart of its business, providing outstanding support and opportunities to women, people from BME backgrounds, people from the LGBTI community, disabled people and other minorities. The winner will not have a D&I strategy because it is nice thing to do; it will recognise and embrace the benefits of a truly diverse workforce.

Judges will look for:

• A clear narrative that demonstrates why the D&I strategy was implemented and how it is linked to broader business strategy
• Evidence of the organisation's diversity and inclusion statistics and how these are evaluated
• A narrative on the strategy's implementation, communications and success, please use metrics, anecdotes, employee/customer feedback and case studies
• Evidence the D&I strategy is part of the corporate ethos, not just with employment but also in how it serves customers

PEOPLE-FOCUSED WORKPLACE DESIGN AWARD

This award celebrates the growing number of companies now approaching workplace design and facilities management with a people-focused lens. The winning HR team will be strongly involved in  shaping their organisation’s approach to FM, not just to create a pleasant environment for staff, but to deliver clear wellbeing, engagement, collaboration and productivity gains - including potentially through careful consideration and utilisation of remote and flexible working options.

Judges will look for:

• A clear narrative that demonstrates why the strategy was implemented and how it is linked to broader business strategy
• Evidence the strategy is a good fit for the workforce
• The role that HR has played in the organisation’s approach, such as when HR was brought into the process and its impact
• Evidence of success, including return on investment and how it has strengthened the organisation, please use metrics, anecdotes and case studies
• How the strategy has benefited engagement, retention, productivity and other relevant measures

MOST PEOPLE-FOCUSED CEO

HR magazine will analyse employee views on their CEO or MD, including ability to inspire, excite, create strong values and engage with their workforce to find the Most People-Focused CEO or MD in both the private and public/not-for-profit sectors.

PLEASE NOTE: this category is not open for general entry.

HR DIRECTOR OF THE YEAR

Readers will decide who has made the most effective contribution to development of HR strategy during 2016/17 from a shortlist developed by the HR magazine editorial team and industry experts.

PLEASE NOTE: this category is not open for general entry via this website, but you may suggest nominating your HR director by contacting the editorial team

HR EXCELLENCE GOLD AWARD

The HR excellence Gold Award is presented to the nomination which, out of all nominations, stood out as a clear showcase of outstanding people strategy. It is presented at the glittering awards ceremony by HR magazine.

PLEASE NOTE: this category is not open for general entry.

HR FUTURE LEADER OF THE YEAR

This award recognises the game-changing HR directors of the future. It is open to any HR practitioner below HR director level, the rising stars who have already made a big impact on their organisations. Entrants can enter themselves or be entered by their superiors.

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? 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, please include metrics, anecdotes and case studies
• Testimonials from HR and other business leaders on how the candidate has added value to the organisation