Hello there!
⏰ This newsletter is 600 words, which is approx. a 2-minute read.
First of all - it's been a tough year, but there's a lot to be thankful for. So Happy Thanksgiving to all of you who are still reading work emails instead of deciding which pants you're going to wear today (hopefully stretchy ones) 🦃.
If you're still reading...
Expectations from HR have reached new heights. According to Gartner, 70% of CEOs now expect CHROs to be key players in enterprise strategy.
Yet, when it comes to budget and resource allocation, you continue to be closer to the rear end of the queue.
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C-suite is still struggling to see the full value of people strategies.
But the key change - a big plus for you - is that they are more curious than before. They're beginning to see the untapped potential of investing in their people and are looking to you for confirmation.
So how can you make the most of this opportunity?
You are not just an HR professional anymore. Functional expertise in human capital management isn’t enough.
You are a business leader with expertise in people management.
And that means, you know the business inside out. From business models, financials, markets to customers, you understand how your business operates and the role human capital plays in delivering business results.
That also means you are not solving people problems. You are solving business problems with your human capital management expertise.
"You really just bombard them with data that you can support. And when they see this [the data], they can say, okay. We should invest, you know, X amount of dollars into this and see what happens."
- Bill Brown, Author of "Don't Suck at Recruiting"
C-suite is laser-focused on profits, growth, and vision. And they respond to the language of numbers.
Marrying the two, you need to drive business outcomes with people expertise and demonstrate results in a more quantifiable way.
Thankfully, the latter is possible today with technology and people analytics.
As for the former, get rid of HR jargon, chime in on business issues, and suggest solutions for business problems with a people-centric purview.
“We write English from left to right on a paper. That’s what HR should do as well. And what does that mean? Don’t first come up with ideas for a learning and development program or an engagement initiative. That’s the right-hand side of the paper. Look at the left-hand side first, which is the business issue.”
- Steve Miranda, former CHRO, SHRM
Work backwards.
Goals come first. Ideas come next.
The former is what your C-suite cares about. The latter is what you’ll be doing to get there.
Often and rather unintentionally, ideas and activities override goals and impact.
To get C-suite buy-in, your unwavering focus needs to be on the goals and the metrics you’ve established to measure your progress.
Your CHRO needs an equal voice in leadership.
They bring a unique perspective, different from that of your COO or CFO.
Failing to acknowledge their rightful place effectively silences their voice from the start.
Let your CHRO report directly to you instead.
Create a strong CHRO-CEO partnership to revolutionize your business landscape by making human capital your strength.
🎙️🎙️ Listen to the EXtra! EXtra! Podcast: Bill Brown asserts that the pathway to an excellent employee experience begins with the experience of a candidate
⚖️ Read: The elusive art of measuring employee experience
⭐ Read: Why do people buy Tydy?
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🫥 How to lose your best employees - TLDR: it's about boredom and stagnation.
➿ How managers from Citigroup to Chipotle are helping employees do a 'career squiggle' - it's all about letting go of traditional career advancement paths.
🤖 Generative AI’s impact on white-collar work - some jobs are vulnerable to automation but if you’re a ‘cyborg’ or a ‘centaur’ you can work better with robot help.
In the meantime, I’d love to hear your thoughts and feedback on the newsletter. Here’s where you can find me: soumya@tydy.it.
Hello there!
⏰ This newsletter is 600 words, which is approx. a 2-minute read.
First of all - it's been a tough year, but there's a lot to be thankful for. So Happy Thanksgiving to all of you who are still reading work emails instead of deciding which pants you're going to wear today (hopefully stretchy ones) 🦃.
If you're still reading...
Expectations from HR have reached new heights. According to Gartner, 70% of CEOs now expect CHROs to be key players in enterprise strategy.
Yet, when it comes to budget and resource allocation, you continue to be closer to the rear end of the queue.
C-suite is still struggling to see the full value of people strategies.
But the key change - a big plus for you - is that they are more curious than before. They're beginning to see the untapped potential of investing in their people and are looking to you for confirmation.
So how can you make the most of this opportunity?
You are not just an HR professional anymore. Functional expertise in human capital management isn’t enough.
You are a business leader with expertise in people management.
And that means, you know the business inside out. From business models, financials, markets to customers, you understand how your business operates and the role human capital plays in delivering business results.
That also means you are not solving people problems. You are solving business problems with your human capital management expertise.
"You really just bombard them with data that you can support. And when they see this [the data], they can say, okay. We should invest, you know, X amount of dollars into this and see what happens."
- Bill Brown, Author of "Don't Suck at Recruiting"
C-suite is laser-focused on profits, growth, and vision. And they respond to the language of numbers.
Marrying the two, you need to drive business outcomes with people expertise and demonstrate results in a more quantifiable way.
Thankfully, the latter is possible today with technology and people analytics.
As for the former, get rid of HR jargon, chime in on business issues, and suggest solutions for business problems with a people-centric purview.
“We write English from left to right on a paper. That’s what HR should do as well. And what does that mean? Don’t first come up with ideas for a learning and development program or an engagement initiative. That’s the right-hand side of the paper. Look at the left-hand side first, which is the business issue.”
- Steve Miranda, former CHRO, SHRM
Work backwards.
Goals come first. Ideas come next.
The former is what your C-suite cares about. The latter is what you’ll be doing to get there.
Often and rather unintentionally, ideas and activities override goals and impact.
To get C-suite buy-in, your unwavering focus needs to be on the goals and the metrics you’ve established to measure your progress.
Your CHRO needs an equal voice in leadership.
They bring a unique perspective, different from that of your COO or CFO.
Failing to acknowledge their rightful place effectively silences their voice from the start.
Let your CHRO report directly to you instead.
Create a strong CHRO-CEO partnership to revolutionize your business landscape by making human capital your strength.
🎙️🎙️ Listen to the EXtra! EXtra! Podcast: Bill Brown asserts that the pathway to an excellent employee experience begins with the experience of a candidate
⚖️ Read: The elusive art of measuring employee experience
⭐ Read: Why do people buy Tydy?
🫥 How to lose your best employees - TLDR: it's about boredom and stagnation.
➿ How managers from Citigroup to Chipotle are helping employees do a 'career squiggle' - it's all about letting go of traditional career advancement paths.
🤖 Generative AI’s impact on white-collar work - some jobs are vulnerable to automation but if you’re a ‘cyborg’ or a ‘centaur’ you can work better with robot help.
In the meantime, I’d love to hear your thoughts and feedback on the newsletter. Here’s where you can find me: soumya@tydy.it.
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