This post was originally published on this site
Boards today aren’t looking for a “head of HR.” They want a strategic operator who views talent as capital, culture as infrastructure and succession as risk management. The CHRO role has shifted from a supporting function to a central driver of enterprise value. In fact, in many companies, the CHRO is the director the board relies on most to anticipate risk, shape the leadership agenda and keep strategy tethered to execution.
6 CHRO capabilities for strategic success
That’s why today’s CHRO must bring more than HR expertise to the table. Boards expect business fluency, sharp judgment and the courage to speak uncomfortable truths. They want leaders who can connect the dots between people decisions and shareholder outcomes. Here’s what they’re really looking for.
1. Strategic business partner
Boards expect CHROs who can bridge the gap between talent strategy and business results. Talking about engagement or turnover rates in isolation no longer resonates. The CHRO has to make the economic case.
The conversation shifts when a CHRO frames it this way: “Attrition in this role costs us $7 million annually. Here’s the ROI if we invest in retention strategies that cut turnover in half.” Suddenly, people issues aren’t soft; they’re financial
