The role and importance of CHRO are getting larger in an organization which comes with challenges. Chief HR officers (CHROs) of today’s global businesses have more on their plates than ever before. Let’s discuss the top three challenges a CHRO faces in an organization across the globe.
Find right talent
Finding right talent for the organization is still the topmost challenge in front of a CHRO. Need not to say, a wrong hire can cost a lot of money to an organization. It is not especially about fitment on the technical front but at the cultural front too which is most important. As the labor market evolves, CHROs need a strong team in order to recruit, hire, train, and retain a productive workforce.
To address this issue, CHROs may want to consider making a more concerted effort to get buy-in from the rest of the C-Suite to procure the staff and other resources needed to support the HR function properly. Given that every other department at the business is competing for the same resources, CHROs must be proactive and advocate for the necessary support— budgetary and otherwise—to serve the company’s best interests over the long term.
Growing people within organization
Succession planning and career progression of people is another challenge for a CHRO. It is also linked to employee engagement. They will be engaged when they know the organization is equally concerned about their growth and they have a career if they stick with the organization and perform. It has so many challenges which include aligning line managers, leadership, people and learning and development together to make this happen. At the same time, it equally challenging to set the expectation of people right. Everyone wish to grow, it is organization responsibility to educate people about the options available and path.
The absence of a clear succession plan for any important role carries risk, and the issue is compounded when it comes to the CHRO. As the in-house experts on hiring, retention, and general staff planning, HR executives should lead by example by establishing a clear succession plan for their position. By taking succession seriously, they give weight to the long-term vision and goals of the organization, as well as minimize the disruption caused by unplanned departures of senior executives.
Today’s talent is not bothered much about compensation but a right kind of culture.
A culture where:
- their voice is heard,
- they have an opportunity to grow,
- there is transparency,
- people are respected,
- open communication,
- Feedback is given with an intention to improve,
- there is a collaboration among team
- people are looked as a partner than robots or numbers
HR function is evolving to face these challenges from CHRO To Executive HR. It is a collaborative effort. Setting a right culture is the base for scale. A culture which fosters performers, talent, learning & development can retain and attract the right talent for organization. People do their homework before joining a company. Organization image/ brand outside matters.