The “Chief People Officer” isn’t exactly a new type of leadership position, but it doesn’t necessarily have the same history as the Chief Finance Officer or Chief Procurement Officer. At the end of the day, however, this “newer” role may be the most critical for enterprises as we exit and “enter” an intricate period in business history.
Many organizations believe that the Chief Human Resources Officer (CHRO) and Chief People Officer are essentially the same role; while some businesses’ job descriptions of these positions may be one in the same, we are beginning a phase in corporate America that requires more than HR responsibilities in a CPO role…
…which brings us to the topic at hand: if you don’t have a Chief People Officer, you need one.
Let’s review what’s happening in businesses across the country (and the world) right now:
- Over the past several months, an average of four million workers have voluntarily left their organizations in a movement called (as we all know by now) “The Great Resignation.”
- While the above may seem like it’s linked to compensation, it’s actually a “Talent Revolution” in which professionals desire joy, flexibility, and more purposeful work.
- The rate of globalization, combined with an uncertain labor market and pandemic-fueled volatility, means that enterprises need to “future-proof” their operations by harnessing the power of data and artificial intelligence.
- There is now, more than ever before, a laser-like focus on just how flexible organizations can be in regard to its workforce, technology, and overall business thinking, and;
- Most importantly, it’s an enterprise’s people that will lead them to the next great era of innovation and success.
Executive HR roles are now focused on developing a proper workforce culture while balancing diversity, equity, and inclusion (DE&I) initiatives, on top of extreme staffing shortages that have long been a hallmark of the economic recovery phase during these pandemic times. To throw even more into the equation, particularly how to combat The Greatest Resignation, develop a flexible workplace environment, foster purpose across the staff, and introduce next-generation analytics into the fold, well, it’s clear that there needs to be a role that blends HR-oriented expertise with a progressive series of skillsets that can transform the greater organization from technology, intelligence, and talent-led perspectives. (I’m fully aware that many organizations blend the CHRO and CPO roles into one, and the enterprises that do this effectively converge many of the best capabilities of each position for maximum value.)
The Future of Work in 2022 dictates that enterprises reimagine how they get work done, especially considering the fundamental transformations happening within the realms of talent, technology, and overall business thinking. The Chief People Officer can be a catalyst for “rebooting” the very notions of work, helping the greater organization foster a dynamic culture of inclusivity and flexibility while preparing it for the ongoing transformations happening today:
- The Chief People Officer role can be the champion of all things related to diversity, equity, and inclusion (DE&I) by advancing initiatives that may be “stuck” in other functions due to a focus on business operations (and staffing shortages).
- Many of today’s CPO roles center around data and intelligence; in a business arena that runs on insights, the Chief People Officer can be incredibly impactful by leveraging predictive analytics, AI, scenario-building, candidate assessment and validation tools, and other progressive analytics platforms to formulate a workforce strategy that is founded on intelligence (a powerful initiative that translates into better alignment between the greater organization’s culture and available candidates).
- A Chief People Officer can be a “coach’s coach” for conscious leadership, empathy-led management, and other “human” elements of the next-generation business leader. There’s been so much discussion lately (ahem) regarding the emotional elements of the workforce and how leaders should be in tune with those as it seeks to better manage its staff. As such, the CPO can effectively measure the emotional facets of the enterprise staff, communicate shortcomings and issues to leadership, and develop a plan to ensure human needs are met in the future.
- A formidable task, for sure, but the Chief People Officer can be critically valuable in spearheading talent retention efforts. The United States is actively averaging 4+ million resignations since November of last year; if the CPO can tap into what is haunting workers and their ambitions, it can be an invaluable resource for remedying major issues that are causing talent to up and leave the enterprise. The Chief People Officer can be adept at solving employee burnout problems, developing enhanced career development plans, and pinpointing areas of growth
- Most importantly, the Chief People Officer of 2022 can be a dynamic executive leader that can influence how work is ultimately done. What is the best pathway ahead during today’s unique pandemic times? What is the best remote or hybrid work structure for the organization? How does the business combat The Great Resignation? What’s the ideal means of investing in the workforce from career development and emotional perspectives? How can the enterprise better leverage data, intelligence, and insights to execute enhanced and educated hiring decisions?
