High Expectations, Low support: Here's why CEOs should mentor CHROs

We live in a world where disruption is the new constant and no one can confidently predict the future. Each one of us is taking their pot shot of what is going to happen. But in this VUCA world, the only constant and differentiating factor between organizations is the human capital. No wonder attracting, developing, and retaining human capital has been the biggest challenge the top management is encountering today. And that’s why 50 percent of top management’s time is spent on human capital related issues. 

Business goals can only be achieved if you have the culture to attract the right talent. Therefore, to create a sticky culture, CHROs are becoming the biggest employer brand evangelist. However, generalizing that they are only interested in talent issues might be unfair. By and large, today’s CHROs are taking an active part in issues beyond talent management. However, this is subject to organization’s long-term goal and values as organizations having long-term goals tend to actively participate in HR issues. We have surpassed the age of aligning HR strategy with business strategy since they have become synonymous now. They are two sides of the same coin and either going wrong will have its consequences on the long-time survival of the organization. Since they are interlinked, CEOs expect their CHROs to move beyond their transactional roles, develop business acumen and strategic thought process, get their hands dirty to support the business, understand non-HR functions too, lead change, and leverage technology. They are expected to move out of HR function and align their thought-processes with the business strategy and network more with people on the ground to gain first-hand knowledge. But it is only then that the contribution of a CHRO will become more meaningful? 

While the expectations from HR have changed overnight, the opportunity for the CHRO to learn and come out of the cocoon has never been provided

While CEOs expectations from CHROs are many, CHROs are particularly facing the challenge of supporting business dynamics — with an HR that traditionally has never been equipped to handle such kind of a task. While the expectations from HR have changed overnight, the opportunity for the CHRO to learn and come out of cocoon has never been provided. I think today, the biggest ask that a CHRO can have from the CEO is for him to put on the hat of a mentor, prepare his top management team to be more adaptive to changes, and read early signs of approaching disruption or business challenge.

It is imperative for the CEO to understand and give active support to the CHRO. Building a business takes a collaborative approach wherein each member of the leadership team is involved including the CEO. And building the right culture should be a CEO’s top priority. They both need to have complete faith and trust in each other’s abilities.