Baker Hughes on making HR strategy more than a sum of its parts

The pandemic and the rise in working from home, increasing digitisation, and changing professional demands have forced the C-suite to reassess how employees can best access HR resources today.

Baker Hughes, one of the world’s leading energy technology companies, is advocating the practice of self-service, where employees can interact with HR in an efficient and effective manner, built on informative people analytics and predictive planning.

That said, how is Baker Hughes balancing technology and the human touch? To what extent is agility important in helping the company reach its objectives? Plus, how is the company making its talent acquisition efforts fruitful?

To find out more, in the latest episode of the HRD Live Podcast, we spoke to Beatriz Rodriguez, vice president of HR, human capital and technology at Baker Hughes.

Please note that as this is a remote recording, the audio quality may fluctuate slightly from time to time.

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0.42 – Why HR is moving towards a self-service model at Baker Hughes

1.29 – How analytics enables leaders to take a more predictive approach to planning

2.52 – The ongoing need to promote diversity and inclusion within workplace culture

4.07 – Why agility is being prioritised as a core value in HR strategy

6.25 – The importance of creating an HR ecosystem that isn’t solely dependent on team members

7.08 – How to enable accessibility for all levels of the workforce

8.02 – The issues that can occur when HR doesn’t embrace innovation

9.29 – How Baker Hughes successfully executed reform amid the pandemic

10.20 – The ways that Baker Hughes is breaking down barriers to source top talent

11.38 – Why a blend of technology and human insight is aiding talent strategy

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