What future HR leaders need to know

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The very essence of the Chief Human Resource Officer role is changing and those who plan to sit at the executive table the future will need to be across new systems and processes.

According to a Deloitte Review report entitled Disrupting the CHRO: Following in the CFO’s Footsteps, CHROs of the future will need to specialize in four key target areas:
 
  • Recalibrating the CHRO role
  • Embracing open talent models
  • Going long on analytics
  • Curating the talent experience
 
Business leaders featured in the report emphasised that CHROs will need to take a more aggressive role in aligning HR with overall business strategy.

“There are no longer ‘best practices’ in human resources,” said Lauren Doliva, managing partner of Heidrick & Struggles’ Global HR Officer practice.

“Instead, the CHRO must be an executive who, like top CEOs, can envision and shape the talent strategy and architecture to align with transformational business objectives.”

Doliva noted that the current job market made talent scarce, making the CHRO more aligned to a company’s bottom line profits and long-term success.

In addition to this strategic mindset, a Harvard Business Review report said that the CHRO will soon be expected to have functional knowledge in spaces outside human resources, such as operations, marketing and corporate law.

“If companies continue to award top HR jobs to non-HR executives, the CHROs of the future will be more likely to have an understanding of commercial models, as well as experience with change management and finding pragmatic solutions to complex issues,” said the report.           

Finally, the CHRO of the future will be expected to possess a number of valuable skills, including:
 
  • Examining industry trends to maintain competitive advantage
  • Keeping apprised of new HR models, such as flexible work arrangements
  • Using data and analytics strategically
  • Overseeing employee engagement
 
This article was adapted from The transformation of the CHRO which was originally published in the April 2014 HRD Magazine. To read more click here.
 

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