What CEO wants CHRO to deliver?

?

CEOs have an understanding that they depend?on their?company’s human resources to achieve success. Businesses don’t create value; people do.

We all know that people drive every organization’s success. ?Our informal research shows that most CEOs undervalue their HR function and their chief human resources officer (CHRO). No wonder, then, that managing human capital is a top challenge for most companies today in view of unpredictability in the environment.

?During the year 2022, Human resources function is going to be highly engaged department in the organization.??As external and internal forces have really become volatile and uncertain the challenges for HR have increased manifold from hiring, retaining to managing people departures for any reason whatsoever. ?The demand for hiring of new manpower is increasing due to growth in the business, resignations of the well set employees.

Also due to COVID organization has to stay in an agile mode to quickly adapt to the changing situations in the market and accordingly take actions to align with the market requirements.

CHRO will need to understand at what stage the organization is in its life cycle in order to create solid strategic human resource frameworks.?Each organization will have to understand its own requirements and growth and design HR strategies and policies accordingly.?It is difficult to copycat what others are doing and simply transplant the same in your organization.

• Design, strategies, policies and programs to attract, develop, motivate and retain employees
• Assess work place capacity to drive business performance – able to identify gaps vs. requirements of the organization
• Alignment of important levers of organizations like employee engagement, rewards and recognition and culture that drive behavior
• Building “readiness to change” workforce
• Designing , aligning and deploying blue collar and white collar workforce
• Building data based and evidence based HR Processes. Using analytics for HR decision making
• Taking away all people related worries from the desk of CEO
• Benchmarking industrial relations and employee relations practices of the region cum industry
• Designing compensation across the organization in such a manner that people ?feel motivated and organization remain frictionless on account uneven/unequitable compensation.?This is applicable in both blue collar and white collar workforce.
• Maintaining positive mental health and high hygiene standards in the plant
• Keeping workforce productive in the remote working
• In view of availability of information at all levels blue collar workers are equally educated on the latest changes in compliances and other economy related changes especially with regard to inflation etc.?Hence they are in position to raise logic based issues.
• CHRO should have comprehensive knowledge about its competitors and region best HR practices and also next move.

Discussion of people should come before discussion of strategy for example, what are employees’ capabilities, what help might they need, and are they the very best??As a great HR strategy a good company must decide that for every high-leverage position that opened, they should have five candidates—three from inside, two from outside. Talent should always be viewed in a broad context. Consider who is excelling, being let go, or being lured away by the competitors.

Success of HR function is largely dependent on the CEOs support to CHRO and to elevate HR to bridge any gaps that prevent the CHRO from becoming a strategic partner.?

?