Finally get that promotion? Get exclusive content, tips and tools to help you excel.
Implicit bias occurs when individuals make judgments about people based on gender, race or other prohibited factors without even realizing they’re doing it.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
High-performing CEOs have more in common with high-performing CHROs than they do with most other high-level executives, including chief financial officers, chief marketing officers and chief information officers, according to recent research by recruiting consultancy Korn Ferry and the University of Michigan. I don't think anybody would have expected that,” says Dave Ulrich, a professor at the University of Michigan’s Ross School of Business who worked with Korn Ferry on the study.
But perhaps they should have: CEOs today are expected to have more than just good operational skills and financial acumen. People skills are critically important as well. After all, a CEO is tasked with creating both a corporate identity that will resonate with customers as well as a corporate culture that will attract top talent to join—and stay at—the company.
The researchers compared 14 attributes, or aspects of leadership, that fell into three categories: leadership style, thinking style and emotional competencies. They drew on Korn Ferry’s database of thousands of executives’ self-assessments conducted over several decades.
To pinpoint high-performing executives, the researchers studied only the top-paid 10 percent of leaders in each senior executive role, including 2,150 CEOs and 694 CHROs.
Chief operating officers (COOs) were also found to have traits similar to those of CEOs—a finding that did not surprise the researchers because the roles are so similar.
“It is clear that CHROs are cut from the same cloth as CEOs and COOs,” states the report,
CEOs and CHROs: Crucial Allies and Potential Successors.
The similarities show that CHROs can be critical allies for CEOs, says Ellie Filler, a managing partner with Korn Ferry who leads the Human Resources Center of Expertise for Europe, the Middle East and Africa.
What Can CHROs Offer as CEOs?
Source: Korn Ferry.
The CHRO’s role is to help the CEO by ensuring that the organization has the right talent, structure and culture to achieve its goals. As a coach, a CHRO also may help the CEO recognize the unintended consequences of his or her behaviors.
“The better CHROs will see if there is a dichotomy—if the CEO is saying one thing publicly but behaving in a different way,” Filler says.
CHROs may also be a hidden pool of CEO successor candidates, she says.
But in order to develop as CEO material, CHROs must have managerial experience and profit-and-loss responsibility. For the long-term benefit of the organization, CHROs also should help develop their high-potential HR talent to work in business operations, she says.
The research found that 42 percent of high-performing CHROs are female, a significantly higher percentage than for other executive roles. If more CHROs were to become CEOs, the gender diversity at the top that many companies seek could be achieved.
All CEOs are expected to have core business skills. “But the differentiator when you get the job is talent, leadership and culture capabilities,” Ulrich says. “That’s the knowledge that the CHRO brings to the discussion.”
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
CA Resources at Your Fingertips
SHRM’s HR Vendor Directory contains over 3,200 companies