Q. How aware is HR of these expectations? What is the best model of communication?
A. There are HR executives who are highly skilled in this area and understand board’s expectations.
They know how to communicate effectively and are in high demand. What works is to frame the communication in terms of what board members are focused on. Executives should understand what they have to communicate for the board of directors to assist the executive with decisions and directions. The board needs only the essential information, which makes things clear. Mastering the art of “less is more”, learning to distil to the essence, not oversimplified instead elegant is ideal.
I often recommend senior executives complete a course in understanding directors’ responsibilities to understand directors and CEOs’ needs.
Q. Often there is limited contribution that a CEO expects from HR. Is HR’s slow-paced evolution a reason for this?
A. This is true where CEOs have limited perspective of HR’s contribution or the HR executive is not truly an executive but more like a manager of basic HR functions. This is necessary and important but not at the level that would add strategic value. The pace of HR’s evolution is definitely a factor in this. Being realistic about one’s level of ability is important, it enables you to know where you add value and where you need to develop to add a more strategic level of value. What will contribute to HR’s evolution is not just within the HR profession but also amongst other executives’ understanding and experience of the strategic value HR can offer.
Q. What are the qualities that a CEO seeks in an HR leader?
A. The characteristics are: credible presence at the executive table, report to the board, work as a partner with CEO and other executives, Strength of character to be an advocate for important HR principles when it is critical to outcomes, ability to influence colleagues to embrace HR initiatives critical to business success, willingness and ability to ‘walk in the shoes’ of other executives, willingness to learn from them to understand their world, competency in understanding and working with both numbers and people. Read full interview here...
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A. There are HR executives who are highly skilled in this area and understand board’s expectations.
They know how to communicate effectively and are in high demand. What works is to frame the communication in terms of what board members are focused on. Executives should understand what they have to communicate for the board of directors to assist the executive with decisions and directions. The board needs only the essential information, which makes things clear. Mastering the art of “less is more”, learning to distil to the essence, not oversimplified instead elegant is ideal.I often recommend senior executives complete a course in understanding directors’ responsibilities to understand directors and CEOs’ needs.
Q. Often there is limited contribution that a CEO expects from HR. Is HR’s slow-paced evolution a reason for this?
A. This is true where CEOs have limited perspective of HR’s contribution or the HR executive is not truly an executive but more like a manager of basic HR functions. This is necessary and important but not at the level that would add strategic value. The pace of HR’s evolution is definitely a factor in this. Being realistic about one’s level of ability is important, it enables you to know where you add value and where you need to develop to add a more strategic level of value. What will contribute to HR’s evolution is not just within the HR profession but also amongst other executives’ understanding and experience of the strategic value HR can offer.
Q. What are the qualities that a CEO seeks in an HR leader?
A. The characteristics are: credible presence at the executive table, report to the board, work as a partner with CEO and other executives, Strength of character to be an advocate for important HR principles when it is critical to outcomes, ability to influence colleagues to embrace HR initiatives critical to business success, willingness and ability to ‘walk in the shoes’ of other executives, willingness to learn from them to understand their world, competency in understanding and working with both numbers and people. Read full interview here...
Read More IIPM Related Articles
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face
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