Warren Davey, Executive Vice President, GTreasury

Okay, contestants. Time for the two-part Final Jeopardy answer…or the 14th “Who Wants to be a Millionaire” question…or, if you’re really ancient, the $64,000 Question:  

Q.  What do Hammurabi, Moses, Gouverneur Morris, and a 2017 Corporate Treasurer have in common?

A.  Policies

Q. What does the 2017 Corporate Treasurer have that those three giants of human history did not have” (Hint: It would have made their jobs a while lot easier.)

A. Technology!

You didn’t win? Sorry, better luck next time. Now Alex (Trebek), Meredith (Viera), or Hal (March), will explain.

the ceo magazine, hiring,
Alexandre Pachulski, Co-founder, Talentsoft

Some of the biggest hiring mistakes are hiding in plain sight. Odds are they’re happening in your company right now. Not because your team is careless or neglecting their responsibilities. These mistakes are happening because talent management has changed drastically and few companies have kept pace.

Most companies are operating as they have for years. When positions need to be filled, they rely on HR to post job descriptions or recruiters to produce potential candidates. Invitations for existing employees to apply may be sent via email or another internal communication channel.

the ceo magazine, business culture,
Steven L. Blue, President & CEO of Miller Ingenuity

What is a business? This might seem straightforward, but consider it more deeply; what truly is a business? I’m talking about the values, identity and culture that make a particular business what it is.

This word – culture – is key. The atmosphere internal to an organization, the image it projects, the way in which it pursues its objectives; all of this is what provides a business with its personality, the unique element which sets it apart from the rest. This is all intrinsic to culture, and culture is intrinsic to a healthy operation.

the ceo magazine, motivation,

In 2016, Wells Fargo fired more than 5,000 employees who learned the hard way that carrots don’t work—at least not in the long run. Decision-makers tied a substantial piece of these employees’ compensation to steep sales targets and made reaching them a condition of continued employment. They saw movement, if not true motivation. Even when launched with the best of intentions—which the leaders at Wells Fargo did not display—evidence shows that carrots-as-motivators ultimately fail. Incentives designed to spur workers to do their best can push them to engage in unethical behavior—to do their worst. 

the ceo magazine, workplace,
Rob Wilson, President, Employco USA

Autism rates have dramatically increased in recent years. However, while schools and community service programs have readily responded to what is being called “the autism epidemic,” employers are still lagging behind when it comes to meeting the needs of employees with ASD.

According to a study led by research scientist Anne Roux of the A.J. Drexel Autism Institute in Philadelphia, 40 percent of young adults who are on the autism spectrum struggle to find employment. This is not just a crisis for those who are luckless in their job search, but it is a misfortune for companies as well.

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