CONTRIBUTION & PERFORMANCE REQUIRED FROM CHIEF HUMAN RESOURCE OFFICER OF MODERN TIMES
Chief Human Resource Officer (CHRO) and Senior HR leaders have a changing role to play with the rise in prominence of issues such as:
Â· workforce demographics and global talent trends
Â· corporate scandals and intensifying regulatory challenges
Â· technology innovations enabling new ways of working
Â· increasing globalization
Â· endless pressures to boost workforce profitability and performance
Â· rising costs of health care and pensions
The modern CHRO is required increasingly to act as both strategist and steward. They must be leaders who not only manage the HR function and operations team, but also collaborate directly with the CEO and board of directors on a range of critical business issues.
The requirements and perception of HR are changing dramatically as this function’s leadership is now expected to play a central role in building and shaping – not just staffing – the enterprise strategy.
This is an environment that HR leaders have longed for where their executive peers would view HR as a business partner, rather than as a back-office administrator. Now CHRO must make sure that they are up to the task. The central challenge for CHRO is to view themselves as business leaders first that is as senior business executives responsible for the HR portfolio.
The Chief Human Resource Officer’s role and responsibilities can be categorized in four major ways:
Integrating business strategy and overall performance are increasingly important tasks. In addition to supporting and implementing overall workforce strategy, CHRO also has a significant role in developing and informing HR strategy and helping the CEO. He must also inform the design strategies that are consistent with global labor trends, available talent and trends of next generation leadership and employees to CEO and other senior managers.
Organizational and Performance Conductor:
How do businesses get the best performance from their employees? Organizations are increasingly complex and performance improvements can be required from departments involving:
Ã˜ operations across geographic boundaries
Ã˜ virtual teams
Ã˜ contingent workforces
Ã˜ flexible hours
Ã˜ workforce diversity
Modern CHRO needs to be able to navigate all such options, acting as change masters and architects of organizational structures and rewards programs.
HR Service Delivery Owner:
Despite the increasing focus on wider business issues, CHRO must still provide cost effective day to day HR administration and operations. But they need to devote less time to overseeing their own HR systems and processes and spend more time managing a complex mix of in-house, self-service and external resources. Internal and external services must be blended into a cohesive and seamless working operation.
Compliance and Governance Regulator:
CHRO must work directly with their boards on employee issues related to the critical areas of:
Ã˜ risk management
Ã˜ regulatory compliance
Additionally, they are expected also to assist with a wide range of board-related issues, such as board member selection and orientation, executive compensation and succession planning.
The role of the CHRO as an enterprise business leader is still evolving – but this transformation has never been more timely or relevant. Human capital related issues, such as Baby Boomer retirement, generational differences, skills gaps and workforce globalization, continue to challenge a company’s overall strategy and bottom line.
The CHRO must become an increasingly familiar face and in many companies a potent force in the boardroom and among senior executives. The CHRO should have the capability in paving the way towards change, performance and new ways of working.