C-Suite Blind Spot – Hybrid Modeling – The Centering of the CHRO in the C-Suite

Blind Spot

Outside the role of CIO, the CHRO would appear to be the second most evolutionary and transitional position in corporate senior management in these unprecedented times. The C-Suite have had to navigate an abnormally challenging management environment over the past few months. All have had to cope with unprecedented uncertainty, shifting demands, workplace disruptions and function, in many instances, in a survive or thrive environment.

Central to the success of this evolving workplace are Senior Human Resource executives. Determining areas of focus for recruitment, development, and management of an effective and efficient hybrid workforce, enhancing corporate wellness, diversity and inclusion. While not primarily responsible for the functional activities of any of those business areas, the Human Resources role support the very foundational success of each. Successful implementation of each of these building blocks are pivotal to the success of every organization.

Will CHRO’s develop into a strategic partnership role for CEO’s? Will CHRO’s become a core element in long and short-term corporate strategy development? If so, how and what will their focus be?

Illumination

Human Resources, which has traditionally been thought of as a support function, now has the opportunity and responsibility to evolve into a core strategic position within the organization. Shaping a productive and safe work environment while attracting and retaining the “needed” human capital to fill skill gaps are core to the corporate hybrid workplace. In fact, a recent Gartner Survey found 70% of CEO’s expect CHRO’s to be a key player in enterprise strategy. McKinsey & Company states that now more than ever before CHRO’s are central to how companies are reimagining their practices to build organizational resilience and drive value.

CHRO’s are now able to become more actively engaged in reshaping their corporations with less resistance to change than ever before.

Some areas for impactful change include:

· Evaluating and redefining roles at all levels

· Collaborating with CIO’s to effectively use data to support business strategy

· Championing cultural transformation within the organization

Most of my accomplishments have been win or lose situations. For me, second place was not an option. My key to success was to assemble a diverse team of specialized individuals who were experts in their fields. Together, we were able to develop strategies that helped me to identity, address and eliminate my “blind spots”. Executives may want to approach their blind spots similarly. When winning or losing are the only two choices, build a team and choose to win.