6 traits that make a top CHRO

There is a key difference between the organisations who are the best and those who aspire to be the best. The top-performing organisations have set an example for us by recruiting a new breed of a C-level employee. That’s right, the top-most Human Resource leader is no more the one handling paperwork and dealing with petty issues. Now, more organisations are realizing the importance and need of a skilled CHRO to oversee the complete human component of an organisation.

Executive compensation, succession planning, and public relations management are tasks definitely worth consideration. They could be a “game changer” for an organisation. An effective CHRO needs to be aware of his or her roles and responsibilities towards an organisation that could either make the organisation or break it.

Here are the top 6 most desirable traits of a CHRO that the BODs are looking for:

1. A Clever Strategist: First and foremost, a CHRO has to do what all C-levels are expected to be best at: strategy making. He or she must possess the capability of thinking and operating strategically and determining how current actions will impact the future. This is the most basic yet the most difficult of all tasks that a CHRO must be able to handle to prove his or her worth.

2. Knowing Exactly How To Communicate: A superior CHRO must have the ability to communicate the human resources department’s contributions to the organisation. Other C-suites and board of directors often fail to understand the value of a CHRO. The reason why this is so is not necessarily because of erroneous mindset which simply “cannot be changed”. A successful CHRO would know exactly how to compete with any other C-Suite level executive and prove the function is worthy by fully participating and contributing towards the company goals and making sure everyone knows how they have achieve this.

3. Business Focus: A good CHRO is focused on the business side of the human resources. The gap between these two different facets of the organisation should be bridged by a CHRO. Thinking of ways the human resource impacts the business such as how trends and tools (in the human resources) can be utilized to ensure company is meeting its needs and expectations is essential. A good CHRO will be curious about how the business operates from a global perspective and not just from a single discipline perspective (i.e. training, compliance, or recruitment). He or she will ask insightful questions to determine how he or she can help drive results.

4. Comprehends Various Aspects Of The Business: Being an astounding people manager is definitely a requirement for any Human Resources leader. However, a top level Human Resources leader would not only be well aware of human resources, but also other aspects of the business/organisation such as sales, marketing, finance, and operations. This gives a CHRO sound knowledge, experience, and insight and allows him or her to make clever strategies that fulfill the organisation’s goals from a larger perspective. For example, talent management strategies need to be observed from all angles, not just from the perspective of the HR officer. Sufficient experience and collaboratively working with the other C-Suite level officers naturally give root to this required experience (after a certain period of time).

5. Global Experience: The marketplace, like they all say, is increasingly become more and more global. Technology and immigration has created a very diverse workforce all over the world which is different from how it was in the past. Intercultural communication skills, tolerance and diversity management can only be effectively learned through international and global experience. The better the HR executive is in this area, the more effectively he or she will be able to manage a diverse workforce. Diversity can be a major driver of success in the company by expanding the company’s talent pool, boosting morale, and improving company image.

6. Change Driver: If change is ever needed, will you be able to drive it in the right direction? Clearly, this is no easy task. A CHRO is almost always sought after to bring about the needed change in the organisation which could be at a small-scale or it could be a major one implemented multi-nationally. A CHRO must be able to communicate to and influence employees who will look forward to the change and view it in a positive way.

Ultimately a skilled CHRO can make tough decisions, carry out the heavy lifting, think differently on a dime and go beyond just the “fun” stuff in delivering results, can leverage a digital revolution, reshape organisational culture, and deliver a solid strategic mindset. This type of skill is learned through many years of experience and education.

Organisations who are the best already know about this secret weapon, well over those who only dream to be the best.

Skornia Alison is an specialist in offering career consultancy and helping people bring out their entrepreneur or leadership traits to foreground. This article appeared on hrcsuite.com

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