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- Ronald Thomas, CEO, Great Places to Work Gulf
- Drew Railton, Managing Partner, Caldwell Partners
- Bill Goggin, Director, Diploma in Adult Education, St. Francis Xavier University
- Shelley Zane, President, Leaderz Matter Consulting
- Dawn Frail, President, Eagle Vision Leadership Development Group
- Paula Conrad, President, Conrad Coaching
- Kristy Blackman, Vice President, Human Resources, The Lane Construction Corporation
- Bob Bale, President, Wildland Restoration International
- Jennifer Bledsoe, VP of Operations, Meyer Corporation, US
- John Hannah, SVP & CHRO, Purolator
- Mary-Alice Vuicic, EVP HR & Labour Relations, Loblaw Companies Limited
- The amount of complexity that organizations face has increased due to economical, technological, and global changes.
- As a result, CHROs are being met with increased expectations and are having to play multiple roles inside the organization.
- It can be difficult for CHROs to take the time and initiative to invest in their own development, as they are often focused on multiple priorities. However, it is critical for success in their role and progression of their career that they make their development a priority.
- Identifying the competencies that are necessary for success as CHRO, and selecting development opportunities that are going to be most useful in developing those competencies, can be a challenging undertaking.
- However, CHROs must develop competencies that enable them to perform in the key roles of trusted advisor to the CEO and executive team, as well as organizational leader who is actively looking to deliver value for the organization rather than narrowly focusing on the functional role of the HR department.
- The most commonly cited expectation of CHROs is having the ability to drive alignment with organizational strategies and deliver results that impact the bottom-line of the organization.
Impact and Result
- In order to meet the expectations of the CEO and other members of the C-suite, CHROs must first establish credibility through demonstrating their ability to successfully lead their own HR function.
- Developing competencies within the three areas of strategic thinking, dynamic learning mindset, and collaborative skills will help to obtain the skills and knowledge necessary to be effective in their role.
- Use a 360 degree feedback survey to identify opportunities for growth. CHROs can also loop in their manager or mentor to gain an additional opinion on what is most important for them to focus on for development.
- CHROs should create and use a leadership brand to communicate the value and impact the investment in their own development brings their team and organization.
This guided implementation is a seven call advisory process.
Guided Implementation #1 - Assess current competency levels
Call #1 - Review, interpret, and compare data from the HRSM and HRMG surveys.
Call #2 - Administer your 360 degree feedback survey and gain advice on how to review the results.
Guided Implementation #2 - Select competencies for development
Call #1 - Gain feedback on your development goals.
Call #2 - Discuss how to establish and use a leadership brand.
Guided Implementation #3 - Determine development opportunities to pursue
Call #1 - Gain advice on the development opportunities that will help you develop your selected competencies.
Guided Implementation #4 - Communicate and implement a development plan