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Resource Guide For New Chros
Resource Guide For New Chros
Resource Guide
for New CHROs
Table of Contents
Overview 3
Introduction 4
Conclusion 21
2
Resource Guide for New CHROs
Overview
Newly appointed chief human resources officers (CHROs) face a range of unique
challenges — from establishing credibility with employees to aligning priorities with the
CEO. Increasingly, CHROs are expected to take on new roles outside of HR’s traditional
scope. New CHROs struggle with their transition, not because they lack the skills or
experience for the role but because they fail to build the right support network and
properly plan for it. This guide can better prepare new CHROs for the challenges and
opportunities of their first few months by detailing the experience and advice of
tenured CHROs and senior HR leaders.
Key Findings
• In their first few months, new CHROs are expected to tackle many responsibilities.
Advice from tenured CHROs suggests focusing on planning a listening tour: learning
senior management’s goals and priorities, identifying quick wins to establish credibility
and shifting from a tactical, operational mindset to a strategic one.
• New CHROs have a wealth of resources available to them internally and externally to
help in their new role, including: the HR leadership team, personal networks inside and
outside the organization, professional networks, and the CEO.
3
Resource Guide for New CHROs
Introduction
Any newly appointed executive finds themselves in uncharted territory — either in a new
role, at a new organization or both. New executives often struggle, not because they lack the
skills or experience for the role but because they fail to build the right support network and
properly plan for their transition.
The CHRO’s role is constantly changing. CEOs expect CHROs to take on increasing
responsibilities and — in many cases — work on issues and projects not typically associated
with the HR function. Newly appointed CHROs must therefore quickly identify and act on the
CEO’s key priorities to ensure a successful transition and future as CHRO.
This resource guide is based on the experience of tenured CHROs and other senior HR leaders
who have supported new CHROs and documented their lessons, tools and templates.
The first part of this guide provides advice regarding the biggest challenges and
opportunities for a newly appointed CHRO, framed within the five core roles from the Model
of a World-Class CHRO.
The second part of the guide provides a sample of key resources — external and internal —
to guide new CHROs in their first few months.
4
Part 1: The Core Roles of a World-Class CHRO
Part 1:
Source: Gartner
5
Part 1: The Core Roles of a World-Class CHRO
This can prove challenging for new CHROs, as few senior HR leaders outside of the CHRO
have had direct exposure to the board, and driving organizational culture is a complex and
ever-evolving responsibility. This core role is likely to require the most time to develop for
new CHROs.
Work with all levels of the business to understand the culture as well as how it drives
business performance. During interviews, a new CHRO will likely be implicitly and
explicitly exposed to the organization’s culture. After joining, a new CHRO should speak
with all levels of the organization to truly understand whether employees and leadership
act in line with the defined culture.
6
Part 1: The Core Roles of a World-Class CHRO
Balancing the opinions of the board and CEO while respecting their relationship
Some issues such as CEO succession planning will require a certain amount of neutrality,
while other issues such as workforce planning provide an opportunity for thought
leadership. A CHRO must recognize the right time to provide an opinion and be aware of
the relationship between the CEO and board. It’s important to avoid surprising the CEO
during a board meeting with new information or strategies.
“ New CHROs will benefit from doing their homework prior to the first meeting. If you
know the company strategy and its current strengths and you have researched board
members — what experience they bring to the table and the skill sets they bring to
complement the growth strategy — you can initiate the right conversations.”
Abbe Luersman, Executive Vice President and Chief People Officer, Otis
Regardless of whether a CHRO was an external or internal hire, they must identify risks
and opportunities before executing any major changes. A newly appointed CHRO who is
transitioning from an outside organization will likely need to spend more time learning about
the workforce and critical roles than a new CHRO promoted from within.
After evaluating the strategy and the business’s strategic objectives, identify possible
changes and discuss these changes with the CEO.
Before executing on any changes, pressure-test a new strategy with your HR executive
team. HR staff’s support is important as they have more insight into how changes will
affect the workforce.
7
Part 1: The Core Roles of a World-Class CHRO
Creating the change strategy and gaining momentum to effectively promote change as
a new CHRO can be challenging, particularly in the face of fatigue and resistance from the
workforce. New CHROs need to have the right leadership skills and understanding of the
business to be successful.
8
Part 1: The Core Roles of a World-Class CHRO
Identify a few quick wins within the first few months. These quick wins will be easy to
execute but will show the desire to make bold changes when necessary.
“ If you enter the company with no established reputation, you are building your
credibility while also challenging conventional wisdom. At the same time, you are
asking people to trust your prior experience and expertise in the space. And while
all of this is happening, you need to effectively analyze the current state against
business objectives with a critical eye, to ensure you are driving change in the areas
of greatest strategic impact.”
Lynanne Kunkel, CHRO, Vail Resorts
9
Part 1: The Core Roles of a World-Class CHRO
Effective CHROs are aware of the impact of internal and external changes on all
stakeholders, identifying the “winners” and “losers” of change and engaging the parts
of the workforce that may feel threatened. Today, many workers have lost trust in their
organizations. Ensuring that employees feel heard and that they are treated in an empathetic
and human fashion are critical drivers of perceptions of fairness and retention.
Leverage that uniqueness to help support the interpretation and development of actions
to address external trends by the executive team.
Remind the leadership team that the CHRO must be the voice of employees, and
sometimes that voice might not say what they want to hear.
New-to-role CHROs can ask open-ended, big picture questions without necessarily
having already developed an explicit plan or strategy to learn about key players within the
organization. Partnership with the leadership team and the board also provides a forum
for using knowledge and experience gained elsewhere to advance organizational goals.
10
Part 1: The Core Roles of a World-Class CHRO
Other C-suite team members will have their own interactions and relationships
with board members
New-to-role CHROs should be aware of board perceptions of C-suite members. Doing so will
help the CHRO balance relationship building across the C-Suite team with driving positive
business results while responding to external trends. While providing alternative viewpoints
to other C-Suite members should never be discouraged, doing so within the context of
managing cohesion and collaboration are critical for broader organizational success.
“ All the pillars of the model are intrinsically linked, with the role of the CHRO leading
through evolving stakeholder scenarios more important than ever. In today’s
interconnected world, the ability of an organization — and therefore its CHRO — to
demonstrate value across all stakeholders will ultimately determine long-term success.”
Carol Surface, Chief People Officer, Apple
First, it will help CHROs develop their coaching and feedback skills to build stronger
leaders. Second, it will help when the hard issues arise in the future, as the executive team
will see the CHRO as an impartial voice. Balancing partnering effectively with the executive
team and holding them accountable on tough issues is a challenge for any CHRO,
especially newly appointed ones.
11
Part 1: The Core Roles of a World-Class CHRO
While the CHRO’s working relationship with the rest of the executive team will be
different in kind, they must also meet with the executive team to understand business
operations, current issues with HR and opportunities for an expanded partnership.
“ One of the biggest challenges you face is the management and facilitation of executive
team dynamics — how to have the desired impact and influence on a leadership team in
a way that doesn’t damage the team or create feelings of jealousy or threat among others
on the team.”
Kevin Cox, CHRO, General Electric
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Part 2: Resources to Take Action
Part 2:
Internal Resources
HR Function and Its Leadership Team
In the initial months, the HR function will provide a great starting point to understanding
its priorities and challenges. The new CHRO should spend time seeking the perspective
of the HR leadership team and select staff, as they are likely close to the workforce and
current processes.
To get the most value from this exercise, the new CHRO should focus on a set of
questions that help uncover the function’s strengths and weaknesses, including:
• Was there anything the previous CHRO did that was particularly helpful or unhelpful?
• What do you believe are the top two priorities for the HR function in the next
12 months?
• What external customer considerations should I keep in mind when formulating and
implementing HR strategy?
For a more detailed list of questions to ask the HR leadership team, use the 10 Critical
Questions for New-to-Role CHROs to Ask Their Board, C-Suite and Peers.
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Part 2: Resources to Take Action
HR Function Strategy
The foundation of a CHRO’s strategy is a well-managed HR function. New CHROs
should meet with the HR staff to discuss their strategy and the steps they plan to take to
implement it. Rather than relying on a top-down model, inviting staff to test assumptions
and provide their own input helps them feel engaged and connected to larger strategic
goals. Figure 2 shows how CHROs can communicate their vision to the team.
For more guidance on strategic planning, refer to HR Strategy Planning Resources. and
the Ignition Guide to Strategic Workforce Planning.
Source: Gartner
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Part 2: Resources to Take Action
Identity
Source: Gartner If achieved, Can we pursue Will all key Will this effort Will this effort
would this this win without members of the allow me require me to
win merit the the need for new HR leadership to learn the seek input,
attention of resources? team be able to dynamics of the guidance and
the CEO? see their impact team’s working coaching from
on this win? relationships? my direct
reports?
Prioritize After identifying potential quick wins, prioritize them based on the extent each quick win
takes advantage of your strengths, involves your team and is likely to show early results.
15
Part 2: Resources to Take Action
16
Part 2: Resources to Take Action
No
Does he or she influence or Yes Engage immediately: Determine the context (current
own any uniquely urgent and state, future plans, etc.) of the talent issues and the
significant talent issue? potential for a collective quick win.
No
No
Would your future working Engage scalably: Consider reaching the stakeholder in a
relationship sour because you Yes more scalable way, such as a group meeting or a survey.
did not reach out to this person For example, one new CHRO developed an “advisory
in the first 100 days? council” of middle managers to help set his HR agenda.
No
Engage after
your first 100 days.
Source: Gartner
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Part 2: Resources to Take Action
After selecting a group of the most significant stakeholders, the new CHRO should take
some time to plan the most productive questions to ask. Each meeting provides unique
information and context that should remain the focus. Here is a sample of suggested
questions to ask on the listening tour:
• What do you see as the two or three most pressing concerns or biggest business
challenges for the board and executive team at this time? Looking ahead, what challenges
do you anticipate the board and executive team will face over the next 12 to 36 months?
• How well do you think the HR staff understands the needs of the business (or your
specific function)?
• How could HR improve communication or collaboration to enhance your working
relationship?
For a more detailed list of questions to ask on the listening tour, use the 10 Critical Questions
for New-to-Role CHROs to Ask Their Board, C-Suite and Peers. Also see, Starting Strong as a
New to Role CHRO: An Interview with Gartner Executive Partner Ron Garrow.
The Board
The board-CHRO connection is another vital relationship for the new CHRO. Since few
new CHROs have experience dealing directly with the board before they start, they must
take advantage of early opportunities for relationship building. With the CEO’s approval,
the new CHRO should try to get a one-on-one interview with each board member to
better understand their individual strengths and expertise. Since the board does not
necessarily expect a new CHRO to immediately deliver on specific initiatives, these early
meetings are an ideal time for new CHROs to familiarize themselves with the board’s
priorities and vision. Some priority areas of discussion include:
• Determining board member satisfaction with talent — Do you believe as a board you are
spending enough time on talent matters related to our business objectives?
• Soliciting board member expectations of the CHRO — How do you evaluate the
effectiveness of senior management, including the CHRO?
For more guidance on working with the board, refer to the Tool: Board Success Reflection
Tool for CHROs and How to Improve CHRO Influence With the Board.
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Part 2: Resources to Take Action
External Resources
When challenges arise in the CHRO’s new role, a network of knowledgeable peers inside
and outside the organization will be an exceptionally useful tool.
A Group of Trusted Peers
Peers can offer advice, serve as a sounding board and help new CHROs gain confidence
as they adjust. A new CHRO will likely already know a few good candidates, such as
colleagues from previous organizations. However, networks don’t just happen; they must be
intentionally cultivated by creating open lines of communication with trusted peers whose
opinions the CHRO values. New CHROs can build their networks by:
• Attending group events for CHROs and making a special effort to get to know attendees
whose perspective resonates with them, especially those who are in similar industries.
• Cold calling CHROs and CEOs at organizations they admire — either before they reach
the CHRO level or when they are new in role — to get advice about what makes a
world-class CHRO (these calls enable new CHROs to identify their own strengths and
weaknesses and also give them an opportunity to connect later if they need guidance).
• Developing relationships with peers within their organizations outside of HR.
• Maintaining contacts from past organizations (e.g., a former boss, colleague or CHRO).
• Joining associations for HR leaders such as those listed in the Additional Board
Resources section
Professional Networks
A CHRO’s personal network is not the only important resource outside of the organization.
Beyond the national organizations listed here, many areas have their own local CHRO
networks and events. Summits and workshops offer an excellent opportunity to share
ideas and develop relationships with peers. They also offer a unique opportunity to speak
directly with vendors.
However, new CHROs should be wary of traveling too often or attending too many events
in their first few months. Prioritizing tasks and managing time can present a significant
challenge, so the CHRO should be careful to attend only the essential outside events.
19
Part 2: Resources to Take Action
20
Resource Guide for New CHROs
Conclusion
While transitioning to the CHRO role presents unique challenges, it also presents unique
opportunities. Viewing professional development through the lens of the roles presented
in our Model of a World-Class CHRO research can help new CHROs focus their time on
the most critical development tasks in their first few months. Through careful planning and
with the advice of tenured CHROs, new CHROs can excel in the following roles:
• Board’s leader of human capital and culture
• Win in a dynamic talent landscape
• Leader of strategic enterprise change
• Leading through evolving stakeholder scenarios
• Trusted advisor and coach
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21
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