In many organizations, the CHRO has joined the C-suite as an executive leader of the human capital agenda. To create the most business value, the CHRO must be able to lead up, down and across with a strategic mindset through continuous change.
By Donna Chan

The evolution of the Chief Human Resources Officer (CHRO) position has many implications for the person filling the role and for the organization. The CHRO must be a strategic leader who manages a business unit, owns the human capital agenda, and is capable of working with and advising internal and external stakeholders from the Board of Directors and CEO to industry peers.

Challenges faced by CHROs include developing the new role without much guidance, given its relative newness, and developing the right skills required for a changing business environment now and in the future.

Creating business value will depend on the CHRO’s ability to balance strategic and operational demands in a ...

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