Book contents
- Frontmatter
- Contents
- Figures
- Tables
- Contributors
- Editor's Acknowledgments
- 1 Introduction – Leading within and across the functions
- Section I The Business Imperatives
- Section II The CXOs: Within the Functions
- 5 The Chief Marketing Officer – Creating, delivering and communicating value to customers
- 6 The Chief Sales Officer – Sell, sell, sell!
- 7 The Chief Supply Chain Officer – Designing and managing lean and agile supply chains
- 8 The Chief Manufacturing Officer – Process execution, improvement and design
- 9 The Chief Financial Officer – A capital position
- 10 The Chief Technology Officer – Corporate navigator, agent of change and entrepreneur
- 11 The Chief Information Officer – Achieving credibility, relevance and business impact
- 12 The Chief Human Resources Officer – Delivering people who can deliver
- 13 The Corporate Governance Officer – From company secretary to manager of governance processes
- 14 The Chief Communications Officer – Leading strategic communications
- 15 The SBU President – Perhaps the best job for the CEO-in-training
- 16 CXOs and the Line – Serving the internal customer
- Section III The CEO and the Leadership Team – Pulling it all together
- Conclusion
- Index
- References
12 - The Chief Human Resources Officer – Delivering people who can deliver
Published online by Cambridge University Press: 19 August 2009
- Frontmatter
- Contents
- Figures
- Tables
- Contributors
- Editor's Acknowledgments
- 1 Introduction – Leading within and across the functions
- Section I The Business Imperatives
- Section II The CXOs: Within the Functions
- 5 The Chief Marketing Officer – Creating, delivering and communicating value to customers
- 6 The Chief Sales Officer – Sell, sell, sell!
- 7 The Chief Supply Chain Officer – Designing and managing lean and agile supply chains
- 8 The Chief Manufacturing Officer – Process execution, improvement and design
- 9 The Chief Financial Officer – A capital position
- 10 The Chief Technology Officer – Corporate navigator, agent of change and entrepreneur
- 11 The Chief Information Officer – Achieving credibility, relevance and business impact
- 12 The Chief Human Resources Officer – Delivering people who can deliver
- 13 The Corporate Governance Officer – From company secretary to manager of governance processes
- 14 The Chief Communications Officer – Leading strategic communications
- 15 The SBU President – Perhaps the best job for the CEO-in-training
- 16 CXOs and the Line – Serving the internal customer
- Section III The CEO and the Leadership Team – Pulling it all together
- Conclusion
- Index
- References
Summary
When you ask, ‘What's the purpose of an HR organization?’ then the answer is to develop the talents and skill sets of your people and to drive the performance of the company.
(CHRO, global US car manufacturer)In the past decade, there have been strong calls for the chief human resources officer (CHRO) to be a very close partner to the CEO in the area of corporate strategy. This idea is of course very appealing to many HR people because it places the function at the centre of the business. But, to whatever degree that ‘people are the key to business success’, the reality is that HR is first and foremost a service function.
The CHRO has responsibilities for putting the right people in the right jobs with the right reporting relationships, at the right time, at the right cost. This is a service task.
Now, to supply the diverse people needs of the business, the CHRO must act on the requirements of the firm's business system: products, customers, competitors and the company's internal structure and culture. The methods used by the company to make products, serve customers and thereby create wealth are key determinants of the kinds of people to be recruited. And, the requirements of the business system must also drive the processes by which people are developed, motivated, retained and compensated.
As illustrated in Figure 12.1, it is the firm's business system that sets the parameters of the CHRO's role.
- Type
- Chapter
- Information
- Leading in the Top TeamThe CXO Challenge, pp. 223 - 246Publisher: Cambridge University PressPrint publication year: 2008
References
- 3
- Cited by