1.

To win the marketplace, you must first win the workplace

To win the workplace, you must place people before strategy.

GA– Group 1- and we will be presenting on the most crucial roles in an organization
the role a CHRO, the new role which keeps People before Strategy:

2.
Looking at the overview –
We’ll provide you a brief about
The inclusion of CHRO, his 3 imp activities, various frameworks including the G3, and the way ahead
with the new HR channel.

3.
The holy trinity of CEO, CFO, and the CHRO is the new realigned business leadership. It places the
CHRO on an equal footing with the CFO, in the strategic deployment of resources to meet
organizational goals.

While the Chief Human Resources Officer acts as the leader and voice of their organization’s HR
department, CFO is responsible for managing the financial decisions of a company – both of them
reporting to the Chief Executive Officer.

For a long time, the HR leadership role was kept at bay, the CHRO was mainly responsible for
functions such as managing executive succession plans, creating recruitment and retention
campaigns, but now , the CHRO needs to have a seat at the table.

Similar to CFOs who evolved to become the CEO’s strategic partner, CHROs are on the cusp of a
transformation owing to their huge asset.

Clearly, the CHRO role has yet to realize it’s true potential, and elevating HR would require totally
redefining his work content.
1. forging a new contract with his leader
2. and adopting a new mechanism -the G3—a core group comprising the CEO, the CFO, and the
CHRO.

With the CHRO role solely defined by the CEO, this move away from being a solely HR related
position needs to be facilitated by CEO. He should acknowledge the tremendous contribution of the
HR and in order to start redefining the job, and further confer with his team and key board
members, and ask what they expect in an ideal CHRO.

With a new mandate from the CEO, and with appropriate business training, the CHRO can contribute
to the organization just as powerfully as the CFO can.
4.
While the CEO job’s is to uplift the HR position by recognising the him, but what does an exemplary
CHRO do?

Beyond handling the usual HR responsibilities—overseeing employee satisfaction, workforce

engagement, benefits and compensation, these three activities are critical so as to add value to the
busines –

predicting outcomes
diagnosing problems
and prescribing actions

5.

PREDICTING OUTCOMES

In order for the CHRO to become the true C-Suite Counterpart, it’s imperative for him to predict
outcomes. The key to predicting outcomes – and for earning credibility with traditionally numbers-
oriented counterparts in finance and operations – is analytics. Analytics is a buzzword today, so it’s
helpful to look at what it really means for a CHRO: Simply put, analytics is the practice of using data
to answer thorny business questions. Rather than looking for patterns in a roaring data deluge, it’s
more useful to outline a desired outcome and work backwards. Without a solid question to start
with, it’s easy to get lost in vast amounts of information.

Numbers don’t lie, but neither do they tell the whole truth, and the CHRO’s grounding in more
qualitative thinking can actually be a big plus when it comes to data driven decision-making. By using
analytics to support decision-making, CHROs can ground their policies and business advice in data,
removing some of the “fuzziness” historically associated with HR and putting HR on the same, facts-
based plane that finance and the rest of the business use.

In order to further position the HR function and its objectives within the wider corporate strategy,
and moving HR from cost centre to strategic partner, it is imperative that Finance and HR should
work together to define ahead of time the value that is expected, using qualitative as well as
quantitative factors. The duo should also consider whether the key performance indicators, talent
assignments, and budgets are the right ones to deliver desired outcomes and incorporate news
metrics as and when required.

The meaning of this job has expanded far beyond meeting the supply and demand of talent. It’s now
also about developing expertise in identifying and lessening the wide gap in behaviour or skills,
especially among those 2% and as job requirements change, strategically looking outside the
company to deciphering their competitors’ business strategies by not only taking account the
established competitors but also at non-traditional ones that could enter the market.

Predicting outcomes would be the first step for a CHRO to support an organization's overall strategic
direction.