Taking on the role of Chief Human Resources Officer (CHRO) or Chief People Officer (CPO) represents a significant milestone for any HR professional. It’s a role that demands far more than just HR expertise. Think of it as being the quarterback of the people side of the business, orchestrating a complex game with high stakes.
The new CHROs must remember that they are no longer just a HR head; they’re a strategic partner to the CEO, a key player in shaping the organisation’s future. This transition requires a seismic shift in mindset. While HR remains their core expertise, it’s not their sole responsibility. They must now spend less time on HR alone and more time addressing cross-functional issues—governance, strategy, and subcommittees of the board.
As members of the executive team, first-time CHROs are expected to bring insights that transcend their HR background. They must understand the P&L, contribute meaningfully to strategic discussions, and align HR initiatives with broader business goals.
In the early days of their tenure, new CHROs should prioritise immersing themselves in the business’s current landscape. They must understand the company’s strategic priorities, assess the state of succession planning, and align themselves with the CEO’s vision for top talent.
The CHRO role comes with a seat at the boardroom table, placing these leaders among the elite ranks of the C-suite. This is not merely a promotion; it is an induction into a club of seasoned executives, each with strong opinions and formidable expertise. Here, adaptability is key. New CHROs must learn to engage with these leaders, considering their perspectives while also asserting their own informed viewpoints. Boards are often composed of personalities and agendas, and CHROs will need to be both diplomatic and decisive—cutting through the noise to deliver clear, strategic advice.
One of the most important relationships for any CHRO is with the CFO. Building a strong rapport with the CFO is crucial, as the CFO will be closely watching to see if the new CHRO can drive commercial value through people strategies. Integrating people analytics with financial analytics will be a critical first win in establishing credibility.
A critical responsibility that often tests new CHROs is succession planning, particularly for senior leadership roles. This is a delicate task, requiring the CHRO to assess and observe before making any changes. Navigating the complexities of upgrading C-suite capabilities, especially when the CEO has close ties with certain executives, demands both tact and neutrality. Issues such as CEO succession planning require a balanced approach—offering honest assessments while being mindful of existing relationships. Transparency and alignment are paramount; the CHRO must avoid surprising the CEO or the board with unanticipated strategies.
In the boardroom, the CHRO’s role is to provide an unvarnished perspective. While others may develop biases, the new CHRO must uphold the integrity of the process, ensuring that every executive undergoes regular, objective assessments. The credibility of the CHRO hinges on their ability to balance candour with diplomacy.
It is essential for new CHROs to avoid the trap of becoming the sole owner of the people, talent, and culture agenda. While they lead this charge, accountability must be shared across the executive team. A successful people strategy is a collective effort, and the CHRO’s role is to ensure that every leader understands and plays their part.
Many first-time CHROs stumble not due to a lack of skills or experience, but because they fail to build the right support network and adequately plan for the role. In their initial months, new CHROs should focus on listening and learning—engaging with senior management to understand their priorities, identifying quick wins to establish credibility, and shifting from an operational mindset to a strategic one.
Looking ahead, the true measure of the HR function will increasingly revolve around culture. The new CHRO must be an advocate for best practices, driving the development of an organisational culture that supports the company’s strategy. This will involve crafting a robust plan with clear timelines, endorsed by both the board and the CEO. However, building and sustaining organisational culture is a complex, evolving responsibility—one that may take considerable time to master. This aspect of the role is likely to present the greatest challenge, particularly for those with limited prior exposure to the boardroom.
In conclusion, stepping into the CHRO role is not just a career advancement; it is a transition to a new level of leadership that requires strategic acumen, adaptability, and a holistic understanding of the business. Success in this role will depend on the ability to integrate into the C-suite, build critical alliances, and drive a people agenda that aligns with the company’s commercial goals. This is a pivotal moment for first-time CHROs, offering the opportunity to not just lead HR but to shape the future of the entire organisation.