Even in the most progressive organizations, CHROs have a relatively new seat at the table of CEO advisors.  CEOs and boards of directors have long seen the CFO and the finance function as the backbone of organizational success. And because all modern organizations have complex technology considerations, the CIO is a no-brainer choice for the CEO to lean on.  But it is only recently that organizations understand the level sophistication and deep expertise it takes to attract and retain talent in today’s ultra-competitive talent market and manage organization health and effectiveness while mitigating the risk of employment litigation and compliance.

And CHROs are in a difficult position because of this newness.  They don’t want to risk the recently established acceptance and influence with a campaign to disrupt their entire organization, especially if they can’t tangibly describe the specific changes or the value of the changes. It’s scary because HR programs are damn visible to every candidate, employee, contractor, and leader in an organization.  Processes like performance management, training, and hiring touch everyone, and changes to them will cause disruption.  However, now is the time for CHROs to be steadfast in leading the organization, or risk their organizations being left behind and losing their new seat.  Here’s why CHROs need to drive the change:

Consumerism
Candidates have access to not only more job openings than ever before but also cultural testimonials within your organization before they even consider a job there.  The more cumbersome your talent management processes are for users from hiring, to performance feedback, to payroll, and even termination processing, the more users feel under-valued and compelled to share the negative details of their journey.  All of this can have a dramatic impact on your talent brand. If you’re not considering end-to-end user experience, employee value proposition, and talent branding investments in the form of experience (not advertisements), you’re not thinking about the big picture.

Data-Driven Talent Strategy
Business strategies will continue to shift and change at an incredible pace. And each shift will require a talent strategy to support it.  To quickly understand where you need to upskill or reskill because of automation, obsolescence, or higher sophistication, you need talent data that is available and clean. The only path to this is simple processes that translate into intuitive technology. If you’re not thinking of operationalization, you’re compromising the integrity of your data and the speed with which you can leverage it.

Changing Definition of Team
We, as HR professionals, compromise one of the core services we deliver if we haven’t learned how to support team dynamics, leaders, productivity, and talent strategies for new and different ways of working.   What value do we add if we aren’t learning and practically applying the latest trends and research inclusive, but not limited to Agile teams and frameworks?

Return on Personnel Investment
As we look at personnel cost, we can be confident it is either the most significant expense or close to it.  How is it possible that we aren’t required to demonstrate a return on this investment?  In the future, this will be an expectation, especially as the organizations we support implement more automation and AI.  Business leaders will and should look to us to understand not only how to redefine jobs, but also to partner with other functions to demonstrate operational gain.

Access to Niche Talent
Some of the most talented people in the world no longer want to be directly employed by you, no matter how amazing your reputation or how compelling your employee value proposition.  They are incredible at something unbelievably niche or offer particular services on talent platforms like UpWork.  Ensuring your employee/non-employee relationships include newly forming types of workers will drive flexibility in your organization and ensure you’re able to take advantage of the best talent the world has to offer.  In fact, in many cases, it is cost-effective and truly risk-mitigating to leverage these people for what they are best at and only temporarily. This opens up a whole new talent pool across the globe.

All of these “disruptors” exist today.  Given enough time, they’ll change and evolve into a new talent-related opportunities for your organization to leverage.  But change now or the risk is that your organization never gets to see them for the opportunities they are, but rather the challenges you must overcome.

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