An organization’s success can likely be measured by whether or not the CHRO is a strategic business partner to the CEO.
That’s according to Jenny Dearborn, chief people strategy officer at the Stockholm-based global consulting firm BTS and co-author of The Insight-Driven Leader: How High-Performing Companies are Using Analytics to Unlock Business Value.
In her new book, which she wrote with talent development leader Kelly Rider, Dearborn highlights how companies can use talent analytics to navigate the future of work and why the partnership between a CHRO and CEO is crucial to business success.
Dearborn shared takeaways from the book with HR Brew.
This interview has been edited for length and clarity.
What’s the story behind writing this book?
This book is very much a journey from the other books that I’ve written. So, in 2015, I wrote a book called Data Driven, which is about how to apply data, and analytics, and algorithms, looking at the different performance variables in a workplace to predict performance and productivity for sales reps…Then, in 2018, took the same approach and went broader in an organization and said, “Can you apply these same algorithms and models for leadership?”
Also I wanted to answer very specific questions…“Given the volatility in the world and all of the forces that are impacting the future of work, and the future of jobs, and AI…What really makes the best HR leaders different than the rest? And what really are the differentiators between how great HR executives lead?” And, it’s my belief that, given all the volatility, that HR is the most important organization in the company.
What are some of the answers to those questions?
The CEO sets the tone for the executive staff. The CEO basically decides in their operating model for a company, “Is HR going to be a strategic business partner, or is the role that I want HR to play [more] administrative?”
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If that CEO says, whether deliberately or unconsciously, “I want to have a strategic HR business partner who is business first and HR second”…then HR has a seat at the table. HR is in every conversation. HR is consulted before major decisions get made…It’s really the point of view of that CEO.
We asked CHROs, “What could a CEO do differently to make you more successful in your role?” It was very clear in the feedback, that what’s holding the CHRO back, if they’re feeling held back, is the CEO. And the same thing to the CEOs, “What do you wish that you could have different from your CHRO?” And they said, “I’d love it if they’d be more strategic, and more impactful, and more of a business leader.”
How can a CHRO have more influence and impact if the CEO doesn’t already set that tone?
The challenge happens when one person has one set of expectations and a different person has a different set of expectations. It’s the misalignment, where the problems happen, and that’s where you get a CHRO saying, “Why don’t I have a seat at the table?” We’ve been hearing people say for 30 years of my whole career…and that really comes when one person wants something different, or has a different set of expectations or understanding what the role is.
The best thing to do upfront is to just have those conversations around clarity of what is the role? Where do you expect me to play? And, if the CEO says, “I want it all. I want you to be a strategic business partner and make sure that no balls are dropped”…then that CEO needs to recognize that they need to support the size of team, or the technology in place, or often it’s both, to manage all those details.
