2023年1月13日

人力資源現在有一塊“真實的表的首席醫療官。多樣性總監。目的總監。首席溝通官。人力資源已經穿這些和其他許多帽子整個COVID-19大流行,通常作為最一線的執行管理前所未有的全球危機的影響勞動力,迪恩·卡特說,人們總監協會教育。在大多數領導人會議在過去的三年裏,他指出,首席人官往往是第一個講問題從業務設計到勞動力管理補償多樣性,股本和包容,反映CHROs日益所有權。——廣告——這工作已經永久的改變意味著什麼CHRO。“我們不再有一席之地,”卡特說。“我們現在有一個真實的表。這裏有真正的房地產。” “It’s like what Michelle Obama said: If you have a seat at the table and you don’t use it, get out because someone else could use it who will get in there and do the work. So, we have a responsibility to this moment,” Carter says. Dean Carter, Guild Education Part of that responsibility involves becoming a “voice of the company,” Carter says. As the breadth of areas touched by HR expands, so too does its internal and external influence. Instead of HR leaders speaking at HR conferences to other HR professionals, for instance, Carter says, modern CHROs need to create connections with and conversations among business leaders across functions. Similarly, HR’s elevated role means leaders need to align themselves more closely with business strategy—and that means ensuring strategy treats people as the company’s most important asset. “We have to think about our employees like a long-term investment, not just something we’re going to churn and burn through,” he says. - Advertisement - At Patagonia, for instance, which has operated on-site childcare for decades, Carter says, there were employees who themselves were products of that childcare center—and who now are sending their own kids there. “When you think differently about employees—as an investment—you can see that providing high-quality childcare for employees isn’t just a contribution to those employees; it’s their kids and their kids,” he says. That also speaks to the evolving expectations for CHROs to function as a “community manager”—both internally and externally, Carter says. One way to meet that need is by joining boards—which historically have lacked professionals with deep people experience but, given most organizations’ elevated focus on people issues post-COVID, could benefit from the involvement of HR professionals. Carter himself, for instance, has served on the boards of Cornerstone OnDemand and Griffith Foods. “For boards, the No. 1 issue they’re interested in is people. But so often, issues like CEO compensation are being looked at by people who’ve never done comp,” says Carter. “If people are your most important asset and boards want to drive that, you need someone on the comp committee who understand comp. That’s next-gen for HR.” Share