HR TEAM OF THE YEAR

For UK-based companies or companies with an office in the UK.

This award recognises UK HR teams from the public, private and not for profit sectors for their work within the function and their business partnering with other departments. The entry must focus on overall team efforts, demonstrate a collaborative approach, and show an ability to attract and develop internal HR department.

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 a clear picture 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

This award is the only category open to non-UK based organisations with no office in the UK. Judges will be seeking evidence of the impact of the people strategy on the business/organisation, including operational and financial measures.

Judges will look for:

• An innovative approach to people management that judges won’t have seen before which shows the passion of the HR team to make it work despite the challenges of your particular country/region, and/or sector.
• A clear narrative that demonstrates how the people strategy is having an impact on the organisation, and a plan for how its ambitions are committed to longer-term strategy.
• Evidence of success: return on investment (ROI) and how it has strengthened the organisation. ROI must be backed up by metrics with a clear demonstration of related KPIs, goals and outcomes.

BEST RECRUITMENT AND WORKFORCE PLANNING STRATEGY

For UK-based companies or companies with an office in the UK.

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

For UK-based companies or companies with an office in the UK.

Judges are looking for those that invest effectively in the development of their people. Entries should be 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.
• 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

For UK-based companies or companies with an office in the UK.

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. Judges will appropriately compare an organisation’s spend to the type of technology implemented.
• Evidence of success linked to the original business case: return on investment and metrics showing how it links to employee engagement and productivity.

BEST TALENT MANAGEMENT STRATEGY

Sponsored by:

For UK-based companies or companies with an office in the UK.

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

For UK-based companies or companies with an office in the UK.

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 at least 12 months.  

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.
•  Evidence of how the communication process has proved effective in the uptake, as well as its 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

Sponsored by:

For UK-based companies or companies with an office in the UK.

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 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 award extra points to entries that demonstrate how the strategy is linked to engagement and productivity levels.

BEST REWARD AND RECOGNITION STRATEGY

For UK-based companies or companies with an office in the UK.

This award recognises where an organisation has closely aligned 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

For UK-based companies or companies with an office in the UK.

Judges are looking for a 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 must have wide-reaching strategies covering various touchpoints of CSR, for example how environmental considerations have influenced the wider people strategy.

They must also 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, what its objectives are and 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

For UK-based companies or companies with an office in the UK.

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

Sponsored by:

For UK-based companies or companies with an office in the UK.

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.
• 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

For UK-based companies or companies with an office in the UK.

This award recognises an organisation that has diversity and inclusion at its heart. A winning entry will detail an organisation’s work across the board to provide outstanding support and opportunities to women, people from BAME backgrounds, those from the LGBT+ community, disabled people and other minority groups.

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 with a data-led approach.

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 how the organisation collects diversity and inclusion data and how it is analysed.
• 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

For UK-based companies or companies with an office in the UK.

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.

NEW - BEST EARLY CAREERS STRATEGY

For UK-based companies or companies with an office in the UK.

This award will recognise an organisation which has a well-thought-out early careers development strategy. It could be focused on a specific area, such as apprenticeships, graduate training schemes or T-Levels, or detail a wider-reaching strategy which encourages different routes into employment.

Judges will look 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. A return on investment will need to be demonstrated.
• Evidence that organisations have sourced talent from a wide range of backgrounds and that the strategy is a good for the workforce and reflects employee needs.

HR FUTURE LEADER OF THE YEAR

For UK-based companies or companies with an office in the UK.

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 only be submitted by colleagues, peers or mentors. Self-referrals will not be accepted.

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

For UK-based companies or companies with an office in the UK.

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.

HR DIRECTOR OF THE YEAR

For UK-based companies or companies with an office in the UK.

The coveted HR director of the year category is open to the HR leaders at the very top of their organisations – chief people officers, chief HR officers, people and culture directors and any variations on this title.

You cannot self-nominate for this category – nominations are welcomed from the CEO, peers, and colleagues.

Submissions for this category should include:

• An overview of initiatives and strategy pioneered in the past 12-months and their commitment to diversity and inclusion, including metrics
• Details of how they share best practice
• Evidence of collaboration with leadership and other departments

BEST PEOPLE-FOCUSED CEO OF THE YEAR

For UK-based companies or companies with an office in the UK.

The best people-focused CEO category is open to the chief executives of UK based organisations.

You cannot self-nominate for this category – nominations are welcomed from the HR director, peers and colleagues.

Submissions for this category should include:

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