What does it take to be a successful HR leader?

Being a business partner is now mostly a default responsibility for most industry leaders, including HRs. Also, with data analytics, generative AI, metaverse and gamification getting imbibed into the HR domain, being tech savvy is another added responsibility for aspiring professionals to inculcate to mark a successful career trajectory.

The definition of HR has evolved a lot over a period of time. It is more than a personnel department that manages the administrative functions. From a unidimensional role of managing internal factors (mostly people function) to a HRs' ability to service people stands out as they are dealing with different personalities with different temperaments multifaceted role of and different emotions. influencing external factors (including meeting the challenges of ESG goals and business functions), HR, as a function, is carving its path to the boardroom.

CHROs are becoming equally prominent to any other C-suite function with their revamped responsibilities. The newly defined function needs a newly defined roadmap to walk the path. To get the roadmap, ETHRWorld talked with the HR leaders to understand what it takes to be a successful HR leader in the changed work order. The article also ponders if having an academic background in HR, diverse industry experience, and gender identity has any influence on the success in the role.

Read the original news article here.

Highlights

• Aspiring HR leaders must have shrewd business acumen, including a deeper understanding of the industry behaviour and the client behaviour.
• HR is a very dynamic eld, here large trends on the other corner of the world impact sometimes like the butter y effect. Thus, having varied experience can be an asset in this role.
• Those who've narrowed their exposure to just their domain may grow initially fast because of the depth of knowledge that they have. But they cap out early in their career because they don't have a broader perspective.

The revamped role of HRs

Though one cannot be the master of all domains, Thirukkumaran Nagarajan, Vice President and HR Head, IBM India & South Asia, says the two domains the HRs should have domain expertise in order to be a successful HR leader are ‘People champions and Business acumens.’ He further elaborates, HRs’ ability to service people stands out as they are dealing with different personalities with different temperaments and different emotions. Thus, someone who has the ability to empathise with diverse people will automatically be able to succeed in the job.

“HR leaders have to manage as well as inspire the senior-most leadership to the junior-most employee in the organisation, as people always look up to the HR leader for solutions. They also have to manage highly confidential, private and sensitive matters, and maintain relations with multiple stakeholders, including Government, industry and clients,” Nagarajan says.

“The CFO champions the cost & finances and the CTO champions the technology. Likewise, it is the HR leader who is always the champion of the people. HR leader is someone who experiences their workforce at the centre of everything, including formulating the employee experience, leadership development and HR technology interventions,” he asserts.

“In the last two to three years, every business leader thought like an HR leader. CEOs became CHROs in many ways, and CHROs got involved in many business decisions (along with the people decisions.) To deliver growth, delivering profit is important. Aspiring HR leaders must have shrewd business acumen, including a deeper understanding of the industry behaviour and the client behaviour. HR leaders have to be the gel that connects the dots across all of the business units and teams together,” Nagarajan says.

As the evolving roles of HRs demand a legitimate seat at the C-Suite table, Sharmila Khan, Director and Country HR Business Partner, Micron Technology India, says CHROs should have the ability to lead the way from old HR processes into digitally advanced ones and keep up the pace with continuous business changes and talent needs.

According to Khan, some of the key skills required to be an effective HR leader are data-driven decision-making, technologically savvy, consultative problem-solving and employee champion to be an effective CHRO.

Rajiv Naithani, Chief People Officer, Infogain, says, “In today's rapidly evolving business landscape, the role of a CHRO is more crucial than ever before. With a unique blend of charismatic leadership, keen business insight and comprehensive HR proficiency, a truly exceptional CHRO is the linchpin that connects an organisation's strategic goals with its most valuable asset: its people.”

According to Naithani, a distinguished CHRO must also have a solid record of delivering results, navigating the intricate web of organisational structures, and adapting to the ever-shifting cultural dynamics. In his perspective, the CHRO's role embodies three key aspects:

Championing Employee Experience: As the vanguard of service, a CHRO ensures that the entirety of an employee's journey is optimised, from onboarding to offboarding, and everything in between. This holistic approach creates a supportive and nurturing environment that empowers employees to thrive.

1. Empowering People and Business Imperatives: As a facilitator, a CHRO harnesses the synergy between the human and the operational aspects of an organisation, seamlessly integrating people strategy with business objectives. This balancing act ensures that both the company and its employees can reach their full potential.
2. Guardian of the Culture: As the steward of a company's culture, a CHRO upholds the values and principles that define the organisation's identity. With courage and integrity, they navigate the challenges that arise and ask the tough questions necessary to preserve the cultural fabric.

“In essence, a truly remarkable CHRO effectively embodies these three roles, seamlessly integrating them into their leadership style. By doing so, they become a transformative force within any organisation, driving success and shaping the future of work,” Naithani says.

How important is having an academic background in HR?

Vikas Bansal, Chief Human Resources Officer, Edelweiss Tokio Life Insurance, opines that having a professional HR management course has been an essential factor in becoming a CHRO traditionally, as it provides the foundational knowledge and skills required to manage a company's human resources effectively.

But moving with the tide, in addition to the professional course, Bansal says, “We also have to cater to being agile, tech-driven and costconscious, hence the need has come to expand just from the traditional course along with learning from industry experts and networking with other professionals in the field.”

Bansal adds that it is very important to keep up with the tectonic shifts happening across like predicting outcomes, diagnosing problems, and prescribing actions on the people side adding value to the business.

According to Khan of Micron Technology, HR leaders need to understand the complexities of each HR function. She says anyone who is aspiring to be a successful HR professional must pursue an HR advanced programme to level up their strategic thinking and problemsolving capabilities to become value drivers in their role.

Delna Dhamodiwala, Global Head - HR, DNEG, says enrolling in professional HR management courses can help establish a firm foundation in fields like labour legislation, corporate culture, evaluation of employee performance, management of pay and perks, and also help HR professionals stay up to date on emerging trends and best practices in the field.

Dhamodiwala also adds that being a successful HR leader is not just dependent on having done a professional HR management course; it’s contingent on a combination of factors such as education, experience and personal attributes.

Sharing a similar opinion, Irani Srivastava Roy, CHRO - India, Signify, puts forward that theoretical knowledge can be of help up to an extent. Still, eventually, it is all about the practical application and an individual’s calibre to grow and lead from the front.

“My two cents for young HR aspirants are that an HR management course from a good business school can definitely equip you with the basic working knowledge that you will need to become a successful HR professional, but how you develop yourself on the job, by spending time on the shop floor, with customers, employees and other stakeholders and thereby getting a broader understanding of your business ecosystem will make the actual difference to your career,” she points out.

Speaking from personal experience, Rajiv Naithani, Chief People Officer, Infogain, says, “In the dynamic and ever-evolving world of business, the journey of becoming a CHRO is not solely defined by having a professional HR management course under your belt.”

Though Naithani agrees that many accomplished CHROs have emerged from a rich tapestry of educational and professional experiences, he adds, “What sets them apart is their proven success and consistent delivery of results in the HR leadership roles.”

Naithani says that he has been an ardent lifelong learner, delving into the intricacies of Organisational Behaviour, Organisational Development, and Psychology.

“These pursuits have enriched my understanding and propelled my growth in the HR sphere. As a result, I have been able to adapt and thrive in this progressive field, leveraging the insights gained from my studies to continually evolve and excel in my role,” he adds.

Citing his career as an example, Nagarajan of IBM says, “I don’t have the academic qualification of an HR. I started my career in the Hotel industry and I was trained to be a general manager. For the first nine years of my career, I was basically helping people solve problems and leading large teams. Later, I moved to IBM and then I started to get exposed to more HR stuff like talent acquisition & management, global mobility, compensation, leadership, diversity, and a whole bunch of things.”

“Though having done a professional course in HR helps at an entry level, it does not determine your career trajectory at all. I have seen the most successful HR leaders having exposure in the business segment first and it's later that they have taken the HR path,” Nagarajan adds.

Does having diverse industry experience matters?

Bansal of Edelweiss Tokio Life Insurance says, “With the changing trends, people are being multi-talented than just multi-tasked, giving a better viewpoint to the organisation and the sector, which in turn helps them to perform the duties better.”

Bansal adds that though multiple domain exposure can help, still the foundation of the HR role lies in the deep understanding of the critical aspects of the HR domain.

“HR is a very dynamic field; here, large trends on the other corner of the world impact sometimes like the butterfly effect. Thus, having varied experience can be an asset in this role, as it can provide individuals with a deeper understanding of the unique challenges and opportunities that different industries face,” he says.

Bansal further adds that having diverse industry experience can help CHROs to bring innovative ideas and best practices from different industries to their current role. This can help organisations stay ahead of the curve and adapt to the changing market conditions and workforce trends.

Roy of Signify is of the view that it doesn’t matter what industry or domain one belongs to, but an HR professional should know how to put people first and humanise the workplace to reap rich dividends, for the company as well as for the individual, professionally.

“It is often said that there is no business strategy without a talent strategy, and that is what a CHRO needs to define accurately. One can have a diverse career trajectory with experience across sectors, but eventually, it comes down to your people insights and management skills,” she says.

Naithani of Infogain says that though diverse industry experience may not be a prerequisite for becoming a CHRO, it certainly offers a competitive edge, particularly in industries undergoing rapid change or disruption.

At the core of a CHRO's success, he says, is their ability to adapt and apply their experiences to address the unique challenges and opportunities within their organisation.

“In my own journey, my immersion in the technology industry has granted me a profound comprehension of business intricacies and employee expectations. This depth of knowledge has accelerated my growth as a CHRO, enabling me to navigate the nuances of the industry with ease,” Naithani points out.

“However, if I were to transition to a different industry, I would need to invest time and effort to understand the new business landscape, industry-specific challenges, and the people context. Only then could I effectively leverage my diverse experiences and apply them to excel in a new environment. Embracing adaptability and a progressive mindset is essential for any CHRO looking to make a lasting impact, regardless of the industry they find themselves in,” he adds.

Although having experience in various domains can be advantageous, Dhamodiwala of DNEG says it is important to emphasise that it should not be regarded as a replacement for HR expertise. And, it is essential for HR leaders to possess a proper understanding of the HR principles and practices, irrespective of their background in any given industry.

Does any gender have a particular advantage in this role?

Dhamodiwala of DNEG says an HR leader's capability to achieve excellence is hinged on a variety of individual qualities, including their aptitude to communicate effectively, their emotional intelligence, leadership skills, capacity for strategic thinking, and their business insight. These attributes are not gender-specific and can be developed through education, training and experience.

Dismissing the whole idea of giving an advantage to a gender, Bansal of Edelweiss Tokio Life Insurance says that the qualities the role requires are a combination of leadership, strategic thinking, communication, collaboration and emotional intelligence, and none of these are specific to any gender.

“Organisations have become gender diverse at all levels, including leadership positions, even the CHRO. Today, not just this particular role but all roles have become gender agnostic. In fact, research has shown that gender-diverse teams and leadership tend to have better performance and financial outcomes, as diverse perspectives and experiences can lead to more innovative ideas and better decisionmaking,” Bansal points out.

Naithani of Infogain opines that success in the role of a CHRO is driven by an individual's skills, experience and ability to deliver results, with no inherent advantage attributed to gender. “It is true that organisations are progressively focusing on fostering diversity within leadership roles, and certain positions, including the CHRO, may be influenced by these objectives,” he says.

Khan of Micron Technology observes that even though HR has been women-dominated, there is no specific gender inclination. She says the number of women applicants by default has been higher than men and the reason for the same may not be a single cause but a combination of historical and prevailing trends such as the focus on gender diversity and perceived higher emotional quotient.

She is of the view that HR professionals need to be empathetic and good at multitasking and women take this role naturally which makes them a better fit for the function.

Even if Khan acknowledges that the participation in HR has historically been dominated by women, she strongly believes that gender has no role to play in becoming a successful CHRO. “I personally believe, as the industry will evolve, these common perceptions will also change. As I mentioned earlier, it is all about your skill sets, natural talent, and drive to create a great culture and environment for an organisation. Gender has no role in determining the people management calibre of a CHRO. Men and women justify the job role equally well,” she asserts.

What should be the career path of an HR professional who is aspiring to be a CHRO?

Dhamodiwala of DNEG says people play an important role in any organisation and it takes the right person to manage them as a resource. She suggests that aspiring HR professionals should focus on developing expertise in multiple HR disciplines, staying abreast of industry trends, being flexible to take on new challenges, and building a broad network of mentors, peers and industry contacts.

According to Nagarajan of IBM, career progressions are not vertical anymore; it's a lattice with so many horizontal movements within the matrix. His advice for the younger HR professionals, who wish to have a long career in HR, is to work across multiple domains as well as cultures. He suggests HRs to move internationally to a different geography, where one can learn so much about different cultures and different business units like sales and operations, and then come back to HR.

“My experience has been that those who've narrowed their exposure to just their domain may grow initially fast because of the depth of knowledge that they have, but they cap out early in their career because they don't have a broader perspective. Those who have a broader perspective may have traded off a promotion because they have been updating themselves with adjacent skill sets, but over a period of time, they would become a well-rounded holistic professional who then is higher qualified to lead a team versus someone with deep one or two domain knowledge,” he points out.

Agreeing with the above opinion, Khan of Micron says traditionally, HR would begin as a recruiter or generalist and work their way up the career ladder until they reached the top role. But she observes that this trend is changing, as many HR leaders are now recruited with little or no prior experience of HR, but instead for bringing their own leadership and business experience with them.

“To be an effective HR leader, it would be helpful to develop a portfolio of expertise in the critical sub-disciplines within HR. Having to spend time in recruiting, employee relations, compensation and training specialists and other HR disciplines would help to understand the complexities of the role. HR leaders are expected to focus on talent, developing leaders, aligning workplace culture with business strategy, and driving business transformation. Charting a career to develop these skills would help drive HR excellence and help lead business growth as future-ready leaders,” Khan points out.

“To succeed, aspiring HR leaders need to build their identity as strategic business partners to the CEO while leading organisational resilience, growth and transformation, and that would be a good start,” she adds.

Roy of Signify shares a roadmap for the younger HR professionals to succeed in the domain:

Earn all your relevant academic credentials in the initial years of your career to help you build a strong foundation for your career. When you start your professional journey, look out for people-focused organisations, assignments that stretch you, and inspiring leaders who will play a defining role in shaping you as a professional.  Try to get maximum exposure to different stakeholders in your business and spend the maximum time interacting with people stakeholders and customers.

On a professional front, it would be advisable to also have stints in different HR domains like business partnering, rewards, talent management, learning, HR Tech, talent acquisition, etc to get you a full overview of the HR systems and domains which will eventually help you build all-round expertise. This should also be supplemented by continuous learning on and off the job as well. It is definitely not an overnight job, and it takes years of determination, patience, and unique experiences to become a CHRO.

Bansal of Edelweiss Tokio Life Insurance says, “Honestly, there can’t be a straight path for the role. As mentioned with the changing trends, this traditional hierarchical method of rising through the ladder is no longer applicable.”

“If you know the pulse of the organisation or understand the functioning of the different domains, it makes a huge impact on the growth. This is crucial, as it is directly linked with the aspects like risk mitigation, problem-solving and pre-empting them, and being ahead of the curve in adoption to tech and ensuring a happy workplace. It’s a learning process that demands constant improvement in the role,” he adds.

Irani of Signify also gives similar advice to aspiring CHROs. “Learn the basics, spend time with people, and be willing to truly listen and learn. Get close to the customer, understand the drivers of customer experience, and build organisational people experience to be able to deliver the customer's ask. Do not take any shortcuts; go through the entire learning process diligently to be able to create real value for your organisation,” she urges.

Summing up, Naithani of Infogain says ascending to the role of CHRO involves more than just possessing leadership skills and abilities; it also necessitates a deep functional understanding and the capacity to be hands-on in critical areas of the HR function. He says this expertise contributes significantly to effective leadership within the role.

“An ideal approach to preparing oneself for the CHRO position is adopting a step-by-step progression, which encompasses developing business acumen, collaborating with various stakeholders, engaging in cross-functional assignments, and acquiring a comprehensive understanding of organisational dynamics and workforce trends. Also, fostering strong relationships with key stakeholders across the organisation is another essential aspect of this journey,” he points out.

Being a business partner is now mostly a default responsibility for most industry leaders, including HRs. Also, with data analytics, generative AI, metaverse and gamification getting imbibed into the HR domain, being tech savvy is another added responsibility for aspiring HR professionals to inculcate to mark a successful career trajectory.