The Chief Human Resource Officers (CHROs) maintains one of the senior management positions. They are one among the C3 (CEO, CHRO, and CFO) group members. The roles are getting diversified and inclusive.
A typical day as CHRO includes:
- Management of the day to day operations of the human resources (HR) department
- Ensure programs are competitive and align with the business goals
- Develop and improve recruiting practices, and
- Succession planning strategies
The CHRO handles communication and business values at all levels. They clarify employee conduct, realize an engaging and high-performance culture within the business. This new demanding and valuable role of CHROs calls for special skills.
Alvin Toffler, author of Future Shock writes that “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn and relearn.” It is a far-sighted view of HR skills.HR professionals must strengthen their digital dexterity skills and define their upskilling roadmap.
“The best leaders are very data-oriented, data-driven. A deep understanding of data analytics will be a foundational skill for every Chief Human Resource Officer (CHRO) in the future,” says Jeff Hodge, Managing Partner, Boyden United States.
The IBM survey finds that the highest priority is on soft skills. Apart from technical skills, HR leadership and communication skills are necessary.
Must-Have Skills for Every Future CHRO
The most expected traits are as briefed below.
“The HR profession needs, and is requiring, more vision, strategy, and alignment with both business and people outcomes, “says Caleb.
Business acumen is one of the biggest challenges of the HR department. CHROs must focus on how human capital can best suit the business and translate a profit and loss (P&L) statement. The modern CHROs should relate talent with the organization’s objectives and success.
The conversations range from practical knowledge to execution strategies and global visions. A good communication starts with one-on-one relationships and moving the conversation between the person on the floor to someone in the C-suite. It involves a remedy for interpersonal conflict.
“The best of HR leadership includes follow-through, showing up for all employees, regardless of title, and providing internal consulting that is candid, direct, and considers all parties’ vantage points,” says Caleb.
HR is a people business. Thus, HR leaders must support the full employment journey of an employee. They should drive accountability, understanding, measurement, and compassion.
A company cannot survive without an assertive and data-driven CHRO. The CHROs should take a strong stand on talent acquisition and management with facts. They should be a strategic advisor who can speak the business language with data.
Desire to see change
Today’s CHROs must drive change and take responsibility to communicate the change. CHROs must prepare for the possibility of resistance. Be persistent and tactical. CHROs’ have to ask for feedback and respond to it.
As a final note, becoming a CHRO may not be for everyone. But the path to it is bound to create big wins for the organization.